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Points of view or opinions stated in this document are those of the author(s) and do not represent the official position or policies of the U. S. Department of Justice.

National Institute of Justice ~. ~"J. __ -United States Department of Justice Washington, D. C. 2053>1

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y Citizen Participation in Juvenile Courts

Citizen Advisory Councils

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Citizen Advisory Councils

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U.S. Department of Justi.ce National Institute of Justice

d d actly as received from the This document .has. bee~ ~epr,o u,ce of~ts of view or opinions stated person or organization ~nglnat;nt~~' :uthors and do not necessarily" in this document. ~re t o,st,e 0 policies of the National Institute of represent the offiCial POSI Ion or Justice,

Permission to reproduce this copyrighted material has been granted by

Public Domain/DOJ

to the National Criminal Justice Reference Service (NCJRS),

Further reproduction outside of the NCJRS system requires permis­sion of the copyright owner,

LISA M. KAICHEN, Executive Director Children's Charter of the Courts of Michigan, Inc. 2893 Dixie Highway Pontiac, Michigan 48055

iQe 06 Juven~le Ju~~lQe and Vepan~men~ 06 Ju~~iQe. Pniva~e

Poin~~ 06 view on opinion~ ~~a~ed in ~hi~ ~oQumen~ ane ~ho~e 06 ~he au~hon~ and do no~ neQe~~anily nepne~en~ ~he 066iQial po~i~ion~ on poliQie~ 06 ~he u.s. Vepan~men~ 06 Ju~~iQe.

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FOR FURTHER INFORMATION, PLEASE CONTACT:

CHILDREN'S CHARTER OF THE COURTS OF MICHIGAN, INC.

2893 DIXIE HIGHWAY, PONTIAC, MI 48055

(313) 674-4717

Children's Charter of the Courts of Michigan, Inc., was created in 1959 by the Probate/Juvenile Court Judges of Michigan. Children's Charter provides annual seminars, consultation and technical assistance to agencies that work with children who are in jeopardy of abuse, neglect, or delinquency.

Funds for these services are provided by the Skillman Foundation.

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TABLE OF CONTENTS

INTRODUCTION .. • • • • • • • I I I I • • • • • • ACKNOWLEDGEMENTS . • • • • • • • I I I I • • • • •

SECTION I. DEVELOPING A JUVENILE COURT CITIZEN ADVISORY COUNCIL

CITIZEN INVOLVEMENT IN JUVENILE COURTS I I I I J I I

A.

B.

c.

D.

Charting Unchartered l.Jaters -- Chuck Kehoe Is There a Role for Citizens in the Juvenile Court __

Hon. John P. Steketee

WHY DEVELOP A JUVENILE COURT CITIZEN ADVISORY COUNCIL .. • • • • • I I I I

WHAT WILL THE CITIZEN ADVISORY COUNCIL DO ..

Functions of a CAC - Education, Problem Solving, and Systems Hodification

WHO SHOULD DEVELOP A JUVENILE COURT CITIZEN ADVISORY COUNC,IL ..... .

I I • I I

The Planning Group Description of Kent County CAC Description of Berrien County CAC

HOW TO DEVELOP A JUVENILE COURT CITIZEN ADVISORY COUNCIL ....•.......

Incorporation of the CAC • • •

1

2

3 - 8

9 - 10

11- 14

15 - 20

21 - 33

By-Laws of the CAC (including sample By-Laws) Hembership on the Citizen Advisory Council !>.,

Agendas of Heetings of the Citizen Advisory Council Committee Structure of the Citizen Advisory Council Sample Committee Handate for Public Relations Funding the Citizen Advisory Council Summary

SECTION II. ORGANIZ1NG A CONFERENCE ON CAC'S FOR JUVENILE COURTS

HOW TO ORGANIZE A CONFERENCE ON CITIZEN ADVISORY COUNCI LS FOR JUVE~JI LE COURTS . . . I • • • • , • • 3LI - 52

Conference Planning Steps The Conference Format Suggested Budget Items Conference Participants

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TABLE OF CONTENTS CONTINUED -

ORGANIZING A CONFERENCE CONTINUED

Sample Confirmation Letter to Judges Sample News Release Sample General Information Sheet Sample Program Sample Agenda Team Meeting Worksheet Sample Folder Contents Brief Overview of Michigan's Juvenile Justice System Flowchart Evaluation Form Letter from Governor Further Information

** ASSESSING COMMUNITY NEEDS

** FORMING A CORE GROUP.

APPENDIX

MEMBER INFORMATION APPLICATION.

oJ~* PUBLIC RELATIONS.

REVIEW OF 1980 ACTIVITIES BERRIEN COUNTY CAC.

* VOLUNTARY BOARD OF DIRECTORS BIBLIOGRAPHY .

53 - 68 69 81 82 83 84 - 97 98 - 103

104 - 106

* Used with permission of the Institute for Voluntary Organizations

** Used with permission of the Association of Junior Leagues, Inc.

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INTRODUCTION

This manual will give you the information necessary to develop a Citizen Advisory Council for your juvenile court. It will answer your questions of "Why develop a Juvenile Court Citizen Advisory Council? Who should develop a CAC? What will the Citizen Advisory Council do? How-to develop a CAC?"

You obviously are interested in quality justice for juve­niles. You are aware that the juvenile is the least visi­ble part of our juvenile justice system. The press does not cover juvenile court cases -- jury trials are the exception in juvenile courts. Yet the juvenile court has the most important responsibilities. The juvenile court judge has great discretion -- he or she can accept or re­ject petitions, terminate parental rights, plan treatment programs, administer detention homes, nnd decide when a de­linquent is rehabilitated. The juvenile court needs citizen participation -- as monitors and as supporters of its work.

Children, particularly abused, neglected and delinquent children, are not organized into effective consumer groups. Their unheard -- perhaps unspoken -- vOices, must be heard by decision-makers. Children need citizen participation in juvenile courts.

This manual is the product of fifty-or-so citizens in Michigan. It started with the pride of two juvenile court Citizen Advisory Councils in their own programs. It was further developed by ideas generated at a two-day conference .iunded by the Mithigan Committee on Juvenile Justice (thiough the Office of Criminal Justice). Part I will give you the information necessary to develop a Citizen Advisory Council. Part II will help explain how to set up a similar conference in your own area.

You have the interest in juvenile justice. This manual provides the tools.

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ACKNOWLEDGEMENTS are given to the following people ~vho participated ·in Michigan's Conference on Citizen Advisory Councils and through their participation provided much of the content of this manual:

COUNTY TEAMS

ALLEGAN: Hon. George Greig, John Atkins, Dean Graham, and Nancy Johnson BAY: Hon. Paul Doner, John Kinkema, Tom Niemann, Helen Quinn and Carla Sloan CASS: Hon. Michael Dodge, Bill Swisher, David Hoger, Greg Weatherspoon, Shirley Pucheu, and Nargaret Chiara GRATIOT: Hon. James Harmony, Charles Ersk1n9 Gwen LaBlank, Judith Bosley, and Hod Vandenbosch KALAMAZOO: Hon. James Casey, Haro1~ Dyer, Ruth Stoddard, Dorothy Brown, and Leo Stine MONROE: Hon. James H. Seitz, Marney Nordstrom, and Diana Goudie WASHTENAW: Hon. Rodney Hutchinson, George Fultz, Anne Mixer, Jeffery Long, and Sally Vinter

SPONSORS

The Advisory Committee on Juvenile Justice The Berrien County Citizen Advisory Council The Kent County Citizen Advisory Council The League of Women Voters of Michigan The Michigan Council on Crime and Delinquency

SPEAKERS

ANDREA HAl DLE, Chairperson, Kent County Juvenile Court Citizen Advisory Council BILL GLENN, President, Institute for Voluntary Organizations, Illinois CHUCK DAVOLI, Director, Office of Criminal Justice, State of Michigan CHUCK KEHOE, Court Director, Berrien County Probate/Juvenile Court GARY HILL, President, CONtact, Inc. JUDGE DONALD DICK, Probate/Juvenile Judge, Berrien County JUDGE JOHN STEKETEE, Probate/Juvenile Judge, Kent County LISA KAICHEN, Executive Director, Children's Charter MAUREEN BERDEN, Chairperson, Berrien County Juvenile Court Citizen Advisory Comcil

Al Stremler Andrea Haidle Anne Dunnuck Annette Daly

RESOURCE - FACILITATORS

Beth Arnovits Bob Tilman Chuck Kehoe Dolly Newell

Ilene (Beany) Tomber Judge Donald Dick Margaret Clarke

Marie Borsma Maureen Berden Suzanne Dawes

Spec.J.a...e. -thank..6 :to -the M.6oc.J_a;tJ_on 06 JUrUoJt League.6, II1.c. •. , 60Jt -the Me 06 ma-teJ1.J.a1. 6Jtom .thw. public.a.tion SfU.e.L6 60Jt Impau.

Lisa M. Kaichen, Executive Director Children's Charter of the Courts of Michigan, Inc.

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I. DEVEL OPING A JUVENILE COURT CITIZEN ADVISORY COUNCIL

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CITIZEN INVOLVEMENT IN JUVENILE COURTS

CHARTING UNCHARTED WATERS

HISTORICAL REVIEW

Of all the concepts in juvenile justice, none is older than the concept of citizen involvement. Indeed, the origin of the juvenile court movement began through the efforts of caring and concerned citizen leaders. Historical writings relate such activities in detail:

"In Chicago it was the social and civic organizations, notably the Chicago Women's Club and the Catholic Visitation and Aid Society that first urged a juvenile law. The Women's Club actually had a bill drafted in 1895 for a separate court for children and a probation department, but their legal advisors told them it was unconstitutional, and they abandoned it. They and many other organiza­tions kept up the agitation. Hull House, under its peerless leader, Jane Addams, interested ~tself in the plight of the thousand of children then in the jails".

It was on July 1, 1899 that a bill, introduced by the Chicago Bar Association, became law in Illinois titled "an act to regu­late the treatment and control of dependent, neglected, and delinquent children".

Citizen action later went beyond legislative work and it was the "private philanthropists, as well as charitable and women's organizations", that bailed the court out when legislators failed to appropriate funds for the probation officers it authorized the court to appoint.

In addition, volunteers came forth for probation work. Both business and professional men were among those to come forward and volunteer. The fact that the first probation, officers in early juvenile court history were volunteers, Imade the legislators' failure to provide funding less significant. The system was to grow because the public wanted it to gr~w •

By 1904, fifteen policemen served as probation officers, ten to fifteen more officers were supported by the Women's Club of Chicago and several others were furnished by individual philanthropists. By 1907, all probation officers in Illinois were publicly paid.

Preceding page blank -3-

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However, the new courts did not show immediate success in resolving the complex and involved family and social prob­lems that came before them. As the concept of a separate juvenile court grew, so did its jurisdiction to include such children as "runaways", "incorrigibles" and "truants" from school.

On the whole the court's lack of success with difficult children and persistent offenders led to varying degrees of disillusionment among its founders. Increasing familiarity with the range of cases dealt with by the court and the growth of insight into the complexity of factors involved in such cases led to reduced expectations as to what the court could realistically accomplish. The functioning of the juvenile court was soon enveloped in public apathy.

Reawakening of Citizen Action

In recent years, however, there has been a reawakening of citizen involvement in the juvenile justice system. The American concern for, and fear of, crime together with its high cost to the taxpayer and the systems unsuccessful attempts to deal with delinquent and criminal behavior, has made it a national political issue.

Since the President's Commission on Law Enforcement and the Administration of Justice was released 13 years ago, numerous reports and surveys have identified the need for a better informed and involved public that will support success­ful programs and provide the necessary resources to improve the system.

No significant change in the criminal justice system will occur unless citizen participation and citizen influence become realities.

Citizen involvement in the policy making and program development activities of the court is important for the following reasons:

1) The courts are an important part of the criminal and juvenile justice system, acting as the pivotol point for the defendant;

2) Most juvenile and family courts administer custodial and counseling services for youth under the court's jurisdiction; and

3) There is a need for greater understanding on the part of the public, of the court's responsibilities to the defendant and public in determining jurisdiction and the orders of disposition.

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Although these statements and others, were made several years ago, the record will show when it comes to citizen ad­visory councils for our juvenile courts, we continue to spin our wheels in the same rut.

Why? Because, for the most part, we still have no clear map which points us in the right direction, that shows the obstructions we must encounter, or when we are off course. We have, for the last 24 hours, been helping each other to chart these unchartered waters, to draw, if you will, the map.

As with any journey we make for the first time, we are filled more with questions than answers and probably feel more insecure than secure. There may even be times when deep inside we must wonder, as Columbus probably did, why did I ever get involved in this in the first place?

Each of us in this room probably wonders how will it work out? "Can I work with citizens who may not be able to understand what it means to work with children in trouble, day in and day out"? Will the Judge be offended if I suggest a different or new approach for the Court"? As Court Admini­strator, how can I ever go back and tell the clerical staff I've just committed them to more work at the same salary"?

Our nature tends to have us look toward those areas that we anticipate as problems, rather than to look and put the em­phasis on the positive side. As well as raising the concerns, we must keep our goals in mind. What will it be like to have an informed group of citizens supporting the court before the board? "I've always wanted to say that I kno~v what our courts are doing about juvenile problems, now I can". These are the areas we need to look toward. By keeping our compass pointed in the right direction, we can get to the land we dreamed of but never thought we could reach.

We cannot lose sight of the fact that the purpose of a Juvenile Court Citizens Advisory Council is to develop the best possible services for our children and youth and not simply to make our courts look good. A Citizens Advisory Council can help the public to restore its confidence in the court and to feel secure that the judicial branch of government is being responsive to the needs of the community when it cares for its "children in trouble". When this happens, the court will not worry about its public image, it will be in the best shape its ever been in.

All of this awaits us. It's on the maps that are in the minds of each of us in this room. It will take time and effort from court staff and citizen alike. It is not by any means a free ride, but it can be done.

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Our 'uvenile courts cannot operate in a vacuu~, behind" 1 d d;ors with the public understanding very llttle of what co~:eon. Judges and court staff cannot singlehandedly com­

gete for tax dollars, develop sound pro~rams or expect public p W d and we need your 1nvolvement. support. e nee you

our juvenile courts and are responsi-As taxpayers, you own A 't' and ble for what happens to children and youth. s C1 1zens

st recognize that child abuse and neglect taxpayers, you mu 'd 't the and 'uvenile delinquency are your bU~lness a~ not JU~ resp;nsibility of the courts and soc1al serV1ce agenc1es.

As leaders of your community you are in a strong position to ide~tify delinquency and abuse producing factors andb~o urge the development of services that will address,th:se ~ro o~ms .

.. l'kely to be accused of empire bU1ld1ng 1f y You are nOL 1 'st more recommend more staff or of being soft on, cr1m~ to su~ge effective and tax ef~icient ways of help1n~ k1ds bes1des _ incarceration, because you represent the V1ew of many out side the court's employ.

Services to children and youth will be as good as your ci~i-h co urt wants them, and your counc1l

zen advisory council and t e

will be as good as the judge and court staff want it. It must be team work throughout the trip.

It has been said that fino significant change ~n, the,crimi-nal 'ustice system will occur unless citizen part1c1pat1on , and ~itizen influence become realities". The first obstacle 1S

1 ' 1 - the feeling that only experts can make val~d ~:~~~~o~;l~~ncerning the new directions that criminal justl~e h Id b e taking. But the dismal record of failure and ne~ ~ct

s ou f d' t . flcr1m1nal only accentuates the paraphrase of the amous 1C urn. ' st1'ce is much too serious a matter to be entrusted to lawyers, JU I' " fI judges, correctional officials and po 1t1c1ans •

Each of you who have participated in this conference know this -- why else would any of us wish to chart unchartered waters?

F40m a ~peech by Chuck Kehoe, at Michigan'~ Con6e4en~e on Citizen Advi~o4y Counc~l~, Vecembe44, 1980

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IS THERE A ROLE FOR CITIZENS IN THE JUVENILE COURT?

A WELL-KNOWN JUVGE SAYS VOLUNTEERS IN THE '80'~ ARE A NECESSITY

I have been asked to talk about the Juvenile Justice System in the 80's. What is going to happen in the next decade?

I've been a Judge for thirteen and one-half years. I have been able to observe both in Kent County, and also I've been active in National Council of Juvenile Court Judges and with Child Welfare League of America, so I have had a chance to see different kinds of things around the coun~ry. I would like to make Some personal observations. I think there is Some merit to them. Let's talk about what I see in the next decade in the juvenile justice system.

I believe that in the 80's we're going to see a more realistic approach toward delinquency. The theory is individualize~ justice. Defferent strokes for different folks. We'll look at the needs of the child and parents. We really haven't done that. In fact what we've done is said we're really going to treat all kids alike. I think what you're going to find in the 80's is that we really are going to individualize. We are going to treat the status offenders differently from the shoplifters, the shoplifters different from the armed robbers. We're going to individualize. That does not mean that we're going to desen­Sitize, but we are in fact going to have to practice What we preach. I think we're going to also see in the whole area of status offenders a more balanced approach. We're going to focus on families, families in need of some kind of intervention. Indeed we may have to authorize the COurt to be able to make Some meaningful orders. Order a school to institute a particular program that a child is In need of, order a mental health agency to respond appropriately. I think you're going to See some standards coming.

In the area of neglect, I think we are finally learning that the prevention dollar is the best dollar. It's the most vaulable. Work on the problem before it gets so bad that we have to spend the big dollars. Keep families together if at all Possible. If kids have to be removed, make foster care what it was intended to be initially -- short term, temporary care. Then go out to those families and help them get their act together. However, if we've done all we can do, then I think we owe it to those kids to help them find some permanancy. Long term foster care is not permanancy. It should not be a choice by default. I think we're gOing to find an emphasis On permanancy by adoption. We know today that there is no such thing as an unadoptable child. That being the case, there is no excuse for kids languiShing in foster care.

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We can't begin to talk without talking about fiscal implica­tions and financially, we all know we're in a crunch and it's probably going to get worse before ~t will get better. I think the 80's is going to find uS having to look very carefully at the quality of care we give and then you have to figure out some other ways to do it. Not just with more and more programs and more and more people, we're going to have to figure out some other ways to do it. You're all aware that new Federal legislation relates to putting some money into states for neg­lect, training of social workers, review, internal review by the state agency or by the court, subsidized adoption and the use uf system technology. The Feds are going to put money into the states. The states are going to have their act together in order to get the money and again for once we're getting some incentives. We're using some sense in legislation. So there are some changes coming and I think in the 80's you're going to see them.

I think that maybe in the past, volunteerism has been a luxury, interesting, helpful. I think volunteerism in the 80's is going to be a necessity. I think it's going to be something we're going to have to have if we're going to have any kind of quality care at all. Such as with a Citizen Advisory Council (CAC), information from the community to the court and the court to the community. I urge each of you to look at this as a necessity.

There is need for the use of volunteers in the court system. Whether it's a hands-on thing with the kids, or people who don't vlant to work with the kids directly. There are all kinds of things people can do. We can't afford to hire people to do job-finding, for example, and we're not going to be able to hire folks in the 80's, I can assure you. There is no end to things volunteers can do, and I say in the 80's have to do. Citizen involvement gives credibility to the syste~So folks -- I am urging you to go home and do the best job you can to get the citizens involved in the juvenile court system.

F~om a ~peech by Han. John P. S~eke~ee a~ M~ch~gan'~ conne~ence on C~~~zen Adv~~o~y CouncLe.~, Vecembe~ 3, 7980.

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A. WHY DEVEL OP A JUVENILE COURT CITIZEN ADVISORY COUNCIL?

Listen to these individual concerns ...

A PARENT "We don' ~ have any ~ec~ea~--Lon p~og~am~ 'nOll. k~d~ -- no~ even a jun~o~ h~gh ~po~~~ p~og~am. K~d~ have no ou~le~ nOll. ~he~ll. enell.gy. Small wonde~ ~ha~ juven~le del~nquency ~~ on ~he ll.~~e."

COURT "The coun~y comm~~~~one~ cu~ a Pll.oba~--Lon ADMINISTRATOR ,066~ce~ ou~ on my budge~, ye~ ha~ ~ncll.ea~ed

n und~ng 6 o~ an~ma.f. co n~ll.ol. "

JUDGE

SCHOOL SOCIAL WORKER

STORE OWNER

"GUll. coun~y need~ a ~y~~em 06 commun~~y ~ell.v~ce~ 60ll. ch~ldll.en wh~ch could Pll.even~ COUll.~ ~n~ell.ven~--Lon. We need 60~te~home~, a you~h ~e~v~ce bUll.eau, a ll.unaway pll.og~am ... "

"The elemen~a~lj ~chool Pll.--Lnc--Lpal ha~ nevell. --Ln60~med teachell.~ 06 ~he--Lll. ~e~pon~~bil~~y to ll.epo~t ~u~pected ch~ld abu~e."

"Shopl~6~~ng ha~ become a 4ell.~Ou~ pll.oblem-<..n my ~~oll.e. I don'~ wan~ to ~n~~all co~tly ~ecull.~~y device~ and ~a~~e my p~--Lce~."

Think about what these people together could do:

they could SET UP A VOLUNTEER STAFFED YOUTH RECREATION CENTER)

~hey could OFFER SUPPORT FOR FUNDING OF CHILDREN'S SERVICE PRIORITIES)

~hey could COORDINATE A MULTI-DISCIPLINARY TEAM TO ASSESS AND DEVELOP YOUTH PROGRAMS)

~hey could CREATE A SCHOOL POLICY AND IN-SERVICE TEACHER TRAINING ON THE TOPIC OF CHILD ABUSE)

they could IMPLEMENT A COUNTY-WIDE CAMPAIGN TO PREVENT SHOPLI FT I NG I

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They, joined together as a Citizen Advisory Council, could

do any (or all) of these things. A juvenile court Citizen

Advisory Council (CAC) brings together people who are con-

cerned about children in their county. This concern may be

about programs for children, the rights of children, juve­

nile delinquency, child abuse, or juvenile justice in general.

Different counties may have different problems and different

needs related to youth. A juvenile court Citizen Advisory

Council (CAC) can be tailored to the specific concerns of the

county which it serves. For example:

PRIMARY PURPOSE

STRUCTU.RE

ACTIVITIES

County X

to bring the court's needs to the public attention

30 members drawn from civic and service clubs

meets monthly

fundraising for special projects for the court (camp program, furnishing new cottage for abused children)

County Y

to secure strong support for the juvenile court and youth pro­grams in the county

18 members drawn from political districts

meets quarterly

lobbys with commissioners and legislators

An infinite number of combinations is possible.

County Z

to bring public concerns to the attention of the court

15 members repre­senting three school districts

meets regionally monthly, as a whole quarterly

grass-roots programming in local districts

But before any

activity is possible, a structure must be developed. The following

sections on "how to" develop a Citizen Advisory Council (CAC) will

explain the vital and variable components of a successful Citizen

Advisory Council.

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B. WHAT WILL THE CITIZEN ADVISORY COUNCIL DO?

First of all, the Citizen Advisory Council (CAC) must

determine what needs to be done. Informally, the CAC

(or the initial planning group) may ask:

WHAT ARE SOME OF THE PROBLEMS FOR ABUSED, NEGLECTED, OR DELINQUENT CHILDREN IN THIS COUNTY?

ARE THERE ADEQUATE RESOURCES AVAILABLE?

IS THE GENERAL PUBLIC AWARE OF THE SCOPE OF THE PROBLEM?

WHAT SOLUTIONS HAVE BEEN TRIED? WITH WHAT RESULTS?

DOES THE JUVENILE COURT HAVE STRONG COMMUNITY SUPPORT?

IF NOT, WHAT ARE BARRIERS TO IT?

WHAT ARE SOME OF THE WAYS THAT A CITIZEN ADVISORY COUNCIL COULD HELP THE JUVENILE COURT AND THE CHILDREN THAT IT SERVES?

WHAT COULD A CAC CHANGE?

At the CAC Conference in Michigan, each team addressed the

above questions, and brainstormed how a Citizen Advisory

Council (CAC) in their county could meet the problems that

were identified. Each county team expressed different con-

cerns and developed a different focus for their planned CAC.

Three possible functions for a Citizen Advisory Council were

conceptualized at the conference, and are named by this

author as follows:

a EDUCATION function

a PROBLEM-SOLVING function, and

a SYSTEMS MODIFICATION function.

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FUNCTIONS OF A CAC

The functions of a Citizen Advisory Council were planned differently by three county teams at the CAC Conference:

EDUCATION FUNCTION

One county wants to develop a Citizen Advisory Council

to educate the public about the juvenile courts' procedures,

programs, and unmet needs, and would like to receive public

input for the juvenile court.

The community needs to know more about how juvenile court

works -- so that the court can be used more appropriately.

Families need to understand the legal process. Foster home

parents need to be educated about court proceedings; and

school personnel need to develop procedures related to such

things as suspensions, which are compatible with court policy.

The court needs to be in touch with the community's con-

cerns. A lone judge and a small court staff need the strong

support of the citizens, and assistance in providing good

community-based programs for children under the court's juris-

diction, as well as sound delinquency prevention programs.

Ideas for developing the Juvenile Court Citizen Advisory

Council include utilizing the member organizations of an exist-

ing child advocacy ~roup and appealing to the larger community

through informative newspaper articles written by the judge.

16 knowledge i~ ~he key ~o unde~~~anding, an in6a~med and eduQa~ed publiQ will be be~~e~ abl~ ~o empa~hize ~i~h and a~~i~~ ~he QOU~~. An in6o~med QOU~~ will be p~epa~ed ~o mee~ Qommuni~y need~. Thi~ ~a~ionale p~ovide~ an eXQellen~ 6oQu~ 6o~ a Juve­nLte Co uJt.~ CA C.

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PROBLEM SOLVING FUNCTION

Another county had prior experience with a Citizen

Advisory Council -- an active CAC existed for eighteen years.

That CAC was dissolved five years ago when its goals were

accomplished: programs had been developed, a detention home

built, and a solid relationship established between the court

and the community.

Currently, the judges are involved in many public re-

lations activities the public may observe court hearings;

the judges are active in youth oriented civic groups; tpurs

are given; annual reports are written, etc. Volunteers are

involved with the juvenile court; citizen donated funds are

used for special purposes; and an annual citizen-volunteer

banquet is held.

The greatest area of concern for the court and citizens

is the problem of diminishing fiscal resources. Court programs

and staff could be lost. New, alternative funding sources

need to be identified.

The court, and a small group of citizens, will now decide

about re-activating a CAC.

Thi~ Qoun~y u,tilize~ the CAC a~ a "p~oblem ~olve~". The p~e­viou~ CAC identi6ied p~oblem~, then de~iqned and implemen~ed .H!.f..u.tio J'L~ •

The Qoun~y now ~eQognize~ an uPQoming 6inanQial Q~i~i~ and the potential need to again Q~ea~e a p~oblem-~olving CAC.

A Q~i~i~ Qan ~e~ve a~ a mobilizing 60Qal poin~. 1~ Qan help a g~oup Qoale~Qe 6o~ aQ~ion, and Qan make Qommittee wo~k ex­t~emely meaning6ul 6o~ pa~~iQipan~~.

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It Qe~tainly i~ po~~ible to u~e ~ CAC a~ an ad-hoQ_p~oblem ~olve~. The CAC Qan be a blue-~~bbon type o~ Qomm~tte~, ap­pointed by the judge, b~ought togethe~ ~o~ a 6ho~t pe~~od o~ time, to add~e~~ ~peQi~iQ need~.

SYSTEMS MODIFICATION FUNCTION

In a third county, children are removed from home on neg-

lect petitions because of inadequate housing -- this could be

prevented if decent, low-income housing was available.

Children may become court involved because of school-

related problems such as truancy -- perhaps stemming from

learning disabilities or emotional impairment.

Children may become involved with the court unnecessarily --

perhaps because there are few early intervention, prevention or

diversion programs in the county.

The planned Citizen Advisory Council could act as a liason

between the court and the community; evaluate the effectiveness

of present court functions and programs; look at needs and plan

for long-range goals, and finally act as an advocate for chil-

dren. Specifically, the CAC might develop volunteer programs

for probationers and detained youth. It could act as an ar-

bitrator between the different factions of the juvenile justice

system. A CAC could enhance the status of the court with the

community and help secure financial support.

Thi~ Qounty d~aw~ a pa~allel between the delinquent Qhild and the Qommunity whiQh may have been delinquent in meeting it~ '1..e~pon~ibilLtie~ to youth. The objeQtive 06 ~y~tem~ modi6i­Qation i~ to Qhange tho~e Qondition~ whiQh b~ing the Qhild to the attention o~ the Qou~t. Pove~ty, lea~ning di~abilitie~, and a ladz 06 youth ~e~viQe~ QOlLld g~eatly a66eQt the delin­quenQy ~ate -- the e~adiQation o~ the~e ~oQial p~oblem~ may p~ovide the key to ~olving the delinquenQy p~oblem.

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C. WHO SHOULD DEVELOP A JUVENILE COURT CITIZEN ADVISORY COUNCIL?

The idea of developing a Citizen Advisory Council can orjgi-

nate with anyone -- a judge, a citizen, a member of a civic

organization. Obviously, if it will function as an advisory

group ~ the juvenile court, it is necessary that the CAC

is sanctioned by the juvenile court judge or judges. If the

idea emanates from a citizen, he or she should immediately

contact the judge and solicit his/her support. A judge may then

convene an initial planning group, and should participate as

a member of it.

THE PLANNING GROUP

The initial planning group will organize the CAC. It need

not become the Citizen Advisory Council. The tasks of the

initial planning group will be to:

I. IDENTIFY THE PROBLEMS RELATED TO YOUTH AND THE JUVENILE JUSTICE SYSTEM THAT A CITIZEN ADVISORY COUNCIL COULD HELP SOLVE.

2. DECIDE ON THE BASIC PURPOSE AND OBJECTIVES OF A CITIZEN ADVISORY COUNCIL.

3. DESIGN AN ORGANIZATIONAL STRUCTURE FOR THE CITIZEN ADVISORY COUNCILJ INCLUDING:

BY-LM~S MEMBERSHIP STRUCTURE COMMITTEE STRUCTURE POLICIES

4. RECRUIT MEMBERS FOR THE CITIZEN ADVISORY COUNCIL.

5. ORIENTATE THE MEMBERS OF THE CAC TO THE PURPOSEJ OBJECTIVES~ AND ORGANIZATIONAL STRUCTURE.

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. DESCRIPTIONS OF TWO EXISTING JUVENILE COURT CITIZEN ADVISORY COUNCILS: their histories, organization, and accomplishments.

THE KENT COUNTY, MICHIGAN CITIZEN ADVISORY COUNCIL as described by Andrea Haidle and Al Stremler:

"The Kent County CAC started way back in 1943 - ~vhen there were many complaints from citizen's groups, citizen's professional organizations about the way youngsters were being handled in the secure detention facility. There ~as the big issue of the "tight room". The tight room was a kind of "hole", lil~e we some­times hear about in jails, that young people were placed into when they first came into the detention facility without any consideration whether they needed that or not. There were other criticisms going on at that time about the ~vay youngsters were physically being handled, the ~'lay delinquent youngste'cs were being placed together, also the emotionally disturbed being placed together. All of these kinds of things were being charged at the juvenile court. So in 1950, the Council of Social Agencies planned a committee to look into these complaints and that then resulted in 1953 the Kent County CIO council made public the conditions of the detention home. Still no improvement. Runaways became frequent, the judge blamed the fact to lack of funds.

The Board Supervisors of the county appointe:d another subcommittee to study the problems. The judge called the Michigan Jaj.l Inspector into the scene. It was interesting because the inspector who claimed he didn't know anything about juve­nile detention came in and recommended that the individual rooms have a steel door and a food drop inside the door. They also thought it would be a tremen­dous idea to put floodlights on the building and to put a very large and tall fence around the tight room area. The League of Women Voters didn't think this would be the answer to the problem and got support of the AFL and CIO and asked the County Board of Commissioners to set up a census committee to study the entire problem. They were turned down. They then approached the Grand Rapids City Commissioner and they finally appointed a committee including members of the City Commission, CIO, AFL, Junior Chamber of Commerce, League of Women Voters and also two members from the Board Supervisors. But by this time the flood­lights had been installed, and a new superintendant of detention was hired.

In 1955 the National Probation and Parole Association was called in. While the League of Women Voters continued to work for better treatment of the youth, the NPAA did an indepth study and came up with four recommendations. First, let's hire a director of court services plus an additional staff, let's also hire a referee to conduct the preliminary hearings at the court. Let's also abolish the nursery. The very young children would then be placed in the care of the area private agencies, and finally let's remodel the tight room that was in existence.

In May of 1955 the League of Women Voters got the Judge's permission at that time to arrange a public meeting to consider the feasibility of a Citizens Advisory Council. In May of 1955, the Citizens Advisory Council of Kent County Juvenile Court was actually born. The Judge at that time consented because a local newspaper ran the following article and may I quote "The detention ward is unfit for human habitation. It is cold and dark because the broken windows are stuffed with rags and covered with cardboard. There are no beds or furniture. The boys are kept locked in their cells to enforce idleness. The complete lack of any program that includes recreation rehabi­litation, guideness or training is in great part responsible for the'phYSical damage the boys have done to the building."

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In April of 1955 a meeting was held. It was sponsored by twelve civic and , social organizations of the community. 400 citizens turned out f~r that meetlng . All the past investigations, all the past reports were read and dlscussed. As you can presume, it was probably a very heated meeting. After this ~eeting, the Judge agreed to appoint a representative from the twelve sponsorlng Cl.VlC social organizations to serve on the Kent County Juvenile Court Advisory Council.

From 1955 to the present date, the Citizens Advisory Council has been extremely active in the Grand Rapids area.

Today the Kent County Citizens Advisory Council is composed of 25 member organi­zations each of which sends a representative to the council; plus 8 at-large members. The four p~obate judges, the director of court services, and the superintendant of detention are ex-officio members.

The length of term is three years. No particular individual can serve more than two three year terms.

The member organizations select their own representatives. We have a , three­to-two ratio for members at-large, by that I mean for every three memoers, we may invite two members-at-large to join us. There is no set number of seats on the council. I suppose we could have 100 members but we do not, we only have 25. Our By-Laws do not state a limit on how many member organizations join us. We'd always be happy fora ne", member organization to join us who's interested in what we do.

We meet approximately 9 times a year from September through May, we take the summer off. A typical meeting agenda would include after opening it, a secretary and treasurer's report, a report from our standing committees, the report of director of court services, report from the superintendant of detention, judge's report and the program.

To enlarge upon this briefly, the council currently has six standing committees. They are executive, memberships, public relations, detention, legislation and hearings. Each committee chairperson gives a monthly report.

Every month the director of court services gives us news of any significant events occurring within the court, such as programs developed for staff. The superintendant of detention gives us a report on the detention f~cility. Each month time is available to the judges to report on matters on whJ.ch they feel the council should be made a~vare of.

The written purpose of the Kent County Citizens Advisory Council is to consider with the judges of Kent County Juvenile Court and the court staff all matters . of general court policy; to represent the public's legitimate concern for effectlve operation of the administrative phases of the court; to become well informed about the services, problems and needs of the court; to stimulate interaction by bringing the public's thinking to the court and take the court's problems and needs back to the public, governmental bodies and other concerned agencies. That is our function and that is ~vhat we try to do.

We solicit $10.00 per member organization, most of them pay and we use this money for in-house expenses: mailings, postage, printing. If we do build up a surplus of money, we usually will give it back to the court, usually in the form of tryi.ng to fill a special need in the detention center. We don't have alot of money to work with. We write alot of letters however so we do need it for mailings. Everyone on the council is a volunteer -- there are no paid positions on it.

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We really began as a watchdog organization, I would almost say it was an adver­sary one. This is no longer true. I would feel ~hat our goal n~w is a compli­mentary one with the judges. What we want to do 1S to understand what the court is doing, what the court needs to educate the community in these areas are the primary things we would do. He do on occasion push and prod the judges but that is not our primary goal. I would hope that we are primarily a helping force in attaining a good juvenile justice system tn Kent County.

There is no structured relationship between the Kent County Advisory Council and the Board of Commissioners. We do on occasion lobby for the court with the commission. We've done that more than once and we'll probably do it again but there is no liason between the two, it is a voluntary thing.

What have ~l7e done? In 1956 we influenced county leadership to separate de­linquents in one facility. A separate facility was then built for neglected children. In 1959 the Citizens Advisory Council was involved in promoting a millage vote to build a new juvenile court detention center which was completed in 1963 and which the court still uses. In 1980 we comported the courts re­quest for additional space to the council commission and we are now just finishing an additional 7000 square feet building project. We have sponsored an area wide conference on alternative education programs for alienated youth. We set up a Living Memorial Fund to financially supplement detention programs. We endorsed a fourth probate judge position and now have a fourth probate j udge ~l7hich helps in the back-up cases. We have worked with the mental health people in developing an emergency bed for juveniles in a psychiatric hospital. We did aid in attaining a full time prosecutor at the juvenile court. We have consulted with the Grand Rapids Board of Education to increase their teaching staff at the detention school. We consistently keep abreast with legislation affecting the juvenile justice system. This is very important. Each month we review any and all legislation dealing with children. Those have been some of our achievements.

What are our plans for the future? We do not have any specific long term plans. We do have the goals however of listening, being aware of both the policies and the needs of the court, educating and every once in a while pushing and prodding. What we do depends on the reports of the standing committees of the Citizen Advisory Council.

There are six factors which were credited to the effectiveness of the Citizens Advisory Council -- These are:

1. Knowledge -- the citizens knew the facts about the situation. 2. Interest -- they informed themselves on essentials of a good program. 3. Assistance -- they availed themselves of professional help. 4. Cooperation -- their groups, the press, elected officials, profeSSionals,

laymen, all worked together for a common cause, 5. Determination -- they never lost sight of the ultimate goal. They were

not satisfied with small or token improvements. 6. Diplomacy -- they refrained from injecting personalities into the dis­

cussions thus keeping the issues clear and opening the way for public officials and key laymen to take the inititive in putting the program across.

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THE BERRIEN COUNTY, MICHIGAN CITIZEN ADVISORY COm~CIL as described by Maureen Berden:

Berrien County Board of Commissioners contracted the John Howard Association of Illinois in 1971 to conduct a feasibility study for a new juvenile detention center.

One of the many recommendations was the organization of a Citizens Advisory Council. Realizing a millage vote would probably be required to finance the detention facility, the County Commissioners began to organize a citizens group l.7h1.ch represented various areas of the county. Their purpose, at that time, was to assist the county in developing public support for a millage vote.

It was discovered in late 1972 the county had financial resources and did not need to go for a millage vote; since the council was already organized, the commissioners then decided to redirect their energies to juvenile justice.

In 1973, the Berrien Juvenile Court Citizens Advisory Council was formed, with a twenty person membership. Members -represented each school district (fourteen school districts) in our county, and six at-large members.

Members serve a five year term. At the end of five years, they must leave the council board and after they are out for a year, they can be re-recruited.

Most of the people on our council are recommended by civic minded people; we might get their names from a school superintendant, a county commisSioner, or a mayor. We never know where we are going to get the names. Usually the people on the council are already very active, busy people. We have alot of homemakers, doctors, lawyers, ministers, ~usiness people, and educators -- the only pre­requisite is they must care about kids.

The structure of our council is we meet once a month except for the months of July and August. In November we have our annual public meeting. In December we provide a Christmas party for the youngsters in the juvenile center. The other eight months out of the year we meet at the juvenile center over lunch from 12:15 to 1:00 and then we have a husiness meeting from 1:00 to 2:30 and we try to adjourn promptly.

A typical agenda is introducing our guests and members and hearing minutes from the previous meeting. We ahl7ays have a legislative review or an update. We usually have plans for public speakers in the works. The council members always give reports on the court hearings that they have observed, and also on their meetings with the local superintendant from their school district. We might have discussions of special concerns.

The council does have a written purpose statement which is contained in Article II of our By-Laws and states: The purpose of this council shall be:

(1) the transfer of information from the juvenile court to the county community; (2) the transfer of information from the county community to the juvenile court; (3) the monitoring of juvenile court programs, especiall}, as they relate to cost, community needs, council goals, program and community st&udards and goals; (4) the setting of priorities and the review of same, for the juvenile court; and

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(5) the involvement of the council and the community in special projects as they pertain to council and court goals and areas of concern.

We do not have a budget. We really don't need a budget. The Court Director's office takes care of our postage and does all of our typing of correspondence.

Our relationship with the judges is excellent. They allow us in the courtroom at anytime. They are kind enough to notify us of any cases that we might be interested in. They really go out of their way.

Our relationship with the Board of Commissioners is good. We do not have much direct contact although we do have a Commissioner on our council who acts as our liason for any questions we may have or on what needs to be done.

Our major accomplishment is that we helped form a closer relationship between the schools and the court. Representatives from the school districts and the court director meet and we inform the schools of alternative resources for problem kids. We also conduct surveys to see where improvement is needed.

One of our plans for the future is to do away with school suspension to keep those kids in school, and develop means to do this. We need to make the public more aware of the sexual abuse in our county. There is a new program which is to start in the elementary schools which is reinforced discipline -- discipline with rewards and we are anxious to see that take effect. We are also planning to push the reading programs in the schools which we feel is very important.

The reason I serve on the Berrien I would like to quote, "A child's every passerby leaves his mark."

County Citizen Advisory Council is, and life is like a piece of paper on which I hope my mark is a positive one.

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D. HOW TO DEVELOP A JUVENILE COURT CITIZEN ADVISORY COUNCIL

INCORPORATION OF THE CAC

While it is not ne f cessary or a Citizen Advisory Council to

incorporate as f a non-pro it corporation, it may be desirable

to do so. An incorporated CAC may be in a better position to

solicit donations and receive grants to be used for needed

items which are t· h no ln t e court's budget .

It is wise to check with the Internal Revenue Service re­

garding tax exemption, and with the Attorney-GeneralIs Office

regarding regulations on soliciting donations.

BY-LAWS OF THE CAC

The By-Laws of a CAC specify the purpose, powers, and or-

ganizational structure of 1 tae Citizen Advisory Council. They

are basically similar to the By-Laws of any organization

except for the fact that the " advisory" function limits the

external control of the council. For example an advisory council

would not be in the position to hl're or fire court staff , or to

handle the business transactions of the court itself. The By-

Laws of the CAC will address the relationship between the court

and the council, but '11 Wl primarily concern the internal operation

of the Citizen Advisory Council.

Sample By-Laws used by the Kent and Berrien Councy Juvenile

Court Citizen Advisory Councils follow.

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Juvenile Court Citizens Advisory Council

MARGARET CLARKE President

TIMOTHY KNAUFF Vice-President

MARY DeFOE Secretarv - Treasurer

FOR BERRIEN COUNTY COURTHOUSE, ST. JOSEPH, MICHIGAN 49085

BY - LAWS

Article 1 NAME

1.1 The name of this organization shall be the JUVENILE COURT CITIZENS ADVISORY COUNCIL OF BERRIEN COUNTY.

1.2 The work year for the Advisory Council shall be from the first of January to the 31st of December. The Annual meeting of the council shall be in November.

Article 2 PURPOSE

2.1 The purpose of this Council shall be: (1) the transfer of information from the Juvenile court to tne County community; (2) the transfer of information from the county community' to the Juvenile Court; (3) the monitnring of Juvenile Court programs, especially as they relate ~o cost, community needs, Council goals, program and cOI.lmunity standards and goals; (4) the setting of priorities and the review of same, for the Juvenile Court; and (5) the involvement of the Council and the community in special projects as they pertain to Council and Court goals and areas of concern.

Article 3 OFFICERS

3.1 The officers of the Council shall be a president, a Vice­president, and a Secretary-Treasurer.

Article 4 EXECUTIVE COMMITTEE

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1/31/80

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Council officers shall comprise the Executive Committee of the Advisory Council.

The purpose of the Executive Committee shall be: (1) to direct the functioning of the Advisory Council; (2) to meet with Court personne~ for consultation and planning; and (3) to oversee, coordlnate and assign responsibilities within the Advisory Council structure.

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Article 5 MEMBERSHIP

5.1 Membership on the Advisory Council shall be limited to one representative from each school district in Berrien County that is listed with the state of Michigan and is so designated K through 12.

5.2 Membership shall also include six (6) members-at-large, who shall represent a cross section of the County community.

5.3 Appointment to the Advisory council shall be made by the Executive Committee of the Council. Nominations shall originate from the councilor court staff. Members shall be appointed at the Annual meeting for a full term. Following a resignation or declared vacancy, an interim appointment shall be made at the next Executive committee meeting.

504 Membership shall be for a one year term. Unfulfilled terms shall be filled for the remaining full term in accordance with Article 5, paragraph 5.3 0 Members can succeed themselves.

5.5 No member shall serve more than five (5) consecutive years on the council. Members not eligible for re-appointment shall become eligible after a one (1) year vacancy from the Council.

Article 6 ELECTIONS AND NOMINATIONS

6.1 Nominations for officers will be selected by a Nominating Committee, appointed by the Executive committee each september.

6.2 Elections of officers shall take place at the Annual meeting. Elections shall be by majority voice vote of those present or where appropriate, by ballot.

6.3 Officers shall serve for one (1) year. Officers can succeed themselves. No officer shall serve more than three (3) successive terms.

Article 7

7.1

MEETINGS

The Advisory council shall meet a minimum of six (6) times each year. Time and place to be set by the Executive comm~ttee. Special meetings may be called by the Executive Commlttee when appropriate.

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The Executive committee shall meet a minimum of nine (9) times each year.

70

3 The Executive committee shall term a membership position "vacant" when three (3) consecutive council meetings are missed and the member in question indicates an unwillingness to continue as a member.

Article 8 ADMENDMENTS AND CHANGES

8.1 These by-laws may be altered, added to, amended or repealed by voice vote of two-thirds of the Advisory Council members present at any council meeting provided written notice of proposed change is submitted to each committee member at least fourteen (14) days before such meeting.

8.2 These by-laws shall be reviewed every two (2) years.

1/31/80

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By-Laws of the Citizens Advisory Council

of the Kent County Juvenile Court

ARTICLE I

Name

The name of this organization shall be the Citizens Advisory Council of the Kent County Juvenile Court.

ARTICLE II

Purpose and Functions

The purpose and functions of this Council shall be: 1. To consider, with the Judges of Kent County Juvenile Court and the

Court Staff, all matters of general' Court policy. 2. To represent the public's legitimate concern for effective oper­

ation of the administrative phases of the Court. 3. To become well informed about the services, problems, and needs

of the Court. 4. To stimulate interaction by bringing the public's thinking to

the Court and take the Court's problems back to the public, governmental bodies and other concerned agencies.

ARTICLE III

Policy

The Council shall not interfere with any judicial function of the Court and shall maintain independent control of its own internal organization and operation. The Court shall provide professional and technical services to the Council to implement the effectiveness of its advisory function.

The relationship between the Court and the Council is based on the free inter­change of ideas benefiting both, and must include mutual respect responsibility and confidence. "

ARTICLE IV

Membership

Section 1. The Council shall include representatives of citizen ~rganizations and also members from the community-at-large. The ratio of membership shall be three organizational members to two members at large. There shall be one representative of a City or County Law Enforcement department.

a. Organizations suggested by the membership committee and approved by the Executive Committee shall be invited to become a member of the Council.

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By-Laws Continued

b. Application for at-large memberships shall be by invitation of the membership committee.

c. Membership shall be for a three (3) year term, with no member serving for more than two (2) consecutive three (3) year terms. A member may be reappointed after a lapse of one year. Any exceptions will be decided by the Executive Committee.

d. To provide continuity, one-third of the members shall be appointed each year.

e. Vacancies in the membership sha'll be filled by the membership committee.

f. Members-at-large having three unexcused consecutive absences shall be called by the membership committee and may be replaced. The membership committee will contact member organizations when their representative has had three consecutive unexcused absences.

Section 2. Responsibilities of Membership

a. Member organizations will receive reports from their representa­tives on the Council and will offer public support f01' court needs, subject to provisions of their respective by-laws.

b. Organization representatives will serve on Council committees, and will make annual and special reports to the boards of their respective organizations on activities and needs of the Council and the Court.

c. Members at large will attend Council meetings regularly and contribute their talents to its committees and activities.

d. Dues for member organizations shall be ten ($10.00) dollars per year, with any exceptions determined by the Executive Cornmittee.

ARTICLE V

Officers And Their Duties

Section 1. Officers of the Council shall be chairman, vice-chairman, secretary and treasurer, who will serve one-year terms, or until their successors are duly elected.

a. Duties of Officers 1. The chairman will preside at meetings of the Council,

name its standing committee chairmen, and direct its activities.

2. The vice-chairman will p~eside in the absence of the chairman and arrange for programs.

3. The secretary will keep minutes of the Council meetings and conduct the correspondence of the Council.

/

-26-

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4. The treasurer will receive and disburse monies of the Council and keep an accur&te record of all financial affairs.

Section 2. Officers shall be elected from the membership of the Council by a majority of those present at the meeti~g in May.

Section 3. A vacancy in the office of chairman shall be filled by the vice-chairman. Other vacancies will be filled by the executive committee.

ARTICLE VI

Committee'on Nominations

Section 1. The nominations committee shall consist of three persons elected at the February Council meeting.

Section 2. a. The cornmi t tee shall present asIa te o.f officers at Lhe

April meeting of the Council to be voted upon at the meeting in May. The consent of the nominees shall have been secured in advance.

b. Nominations may be made from the floor providing consent of the nominee has been secured in advance.

ARTICLE VII

~1eetings

Section 1. Regular meetings of the Council shall be held as scheduled in rooms·provided by Kent County Juvenile Court, or at such other times and places as the chairman shall designate.

a. Special meetings may be called by the chairman provided written notice is received by members 48 hours prior to date of special meeting.

Section 2. A quorum shall consist of 10 ~embers present provided the membership has been duly notified .

ARTICLE VIII

Standing Committees and Their Functions

Section.1. The Executive Committee is composed of officers of the Council and chalrmen of standing committees. The judge, director of court services :~~l~he superintendent of deterntion will be ex-officio members. This committee

a. seek to anticipate and (study) issues involving the Court;

-27-

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By-Laws Continued

b. refer such issues to appropriate committees;

c. make recommendations for consideration of the Court and Council;

d. assume responsibility for execution of policy decisions when necessary.

Section 2. The Membership Committee shall consult with the Judges and presidents of organizations regarding nominations to the Council and will confer with the Judges regarding nominations of members-at-large. This committee shall

a. keep the membership list current;

b. contact representative organizations regarding membership in the Council;

c. contact members-at-large and member organizatirnls regarding un­excused absences;

d. notify members of their appointment.

Section 3. The Public Relations Committee shall

a. monitor the various news media and bring pertinent information to the Council meetings;

b. arrange for publicity when needed.

Section 4 . The Detention Committee, meeting with the Superintenderlt and Groupwork Supervisor, shall

a. make recommendations relative to the detention program;

b. seek contributors of supplies not covered by the Court budget;

c. recruit volunteers for evening and holiday programs at the de­tention center.

Section 5. The Legislative Committee shall

a. monitor legislation and bring to the attention of the Council;

b. recommend action;

c. be responsible for writing or contacting legislators;

d. arrange meetings with legislators and notify the Council members of place and date.

-28-

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Section 6. The Hearings Committee shall

a. arrange times for Council members to tour the detention facility and other Court related youth programs;

b. arrange times for Council members to attend Court hearings.

ARTICLE IX

Amendments

These by-laws may be amended by a two-thirds vote of members present at a regular or special meeting* provided the proposed changes shall have been mailed to all members two weeks in advance of such meeting.

ARTICLE X

Rules of Order

Roberts Rules of Order shall apply in conducting the business of the Council and its committees, except as modified by these by-laws.

Mrs. Marie Boersma, Chairman of By-Laws REvision Committee

By-Laws reVlSlon approved at the January 29, 1981, meeting of the Citizens Ad­visory Council of the Kent County Juvenile Court.

-28(a)-

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MEMBERSHIP ON THE CITIZEN ADVISORY COUNCIL

The membership of a juvenile court Citizen Advisory Council

can be structured in a variety of ways. For example:

MEMBERS MAY REPRESENT GEOGRAPHIC JURISDICTIONS such as school districts, county commissioner districts, etc.,

OR

MEMBERS MAY REPRESENT COMMUNITY ORGANIZATIONS such as service clubs, neighborhood associations, youth organizations, etc.

The size and comnosition of the membership of the CAC

will be determined by its purpose and objectives. Basically,

members of a Citizen Advisory Council can provide:

SANCTION by various segments of the community. Juvenile Courts are often viewed as the domain of one individual, a judge. The CAC makes evident the broad community involvement of the juvenile court and its programs. The issue of sanction shows why the CAC membership must be representative of the community in terms of demographic characteristics and special interests. No court can afford to lack support of any important segment of the community.

ACCOUNTABILITY to the community. It can communicate the rationale of court policies and the need for programs -- or dollars -- without being accused of vested interests.

EXPERTISE of the community. A CAC can bring together citizens with special skills that the court staff may not possess. Ihis could include financial expertise, psychoanalytic training, etc.

EDUCATION of others. Each CAC member will become better informed about the juvenile justice system as an individual, and will share this knowledge with his/her family, neighbors, and co-workers.

It is important to have definite terms for membership,

and a rotation plan. New members, with fresh insight, can

insure a vital Council. An advisory body, such as a CAC,

can be larger than a policy-making board -- up to 40 members ..

-29-

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MiENDAS OF MEETINGS OF THE CITIZEN ADVISORY COUNCI..L

MEETINGS OF THE CITIZEN ADVISORY COUNCIL SHOULD BE HELD ON A

REGULAR BASIS -- EITHER MONTHLY J EVERY OTHER MONTHJ

OR QUARTERLY.

A SAMPLE AGENDA FOLLOWS:

WHO

PRESIDENT/CHAIRPERSON

SECRETARY

TREASURER

PRESIDENT/CHAIRPERSON

JUDGES

COURT DIRECTOR

CHAIRPERSONS

DOES ~vHAT

I, CALL TO ORDER

I I , ROLL CALL

I I I, APPROVAL OF MINUTES

IV, TREASURER'S REPORT

V, PRES I DENT'S REPORT

VI, JUDGES' REPORT

VII. COURT UPDATE

VIII, COMMITTEE REPORTS - FOR EXAMPLE: PUBLIC RELATIONS LEGISLATION/PUBLIC AFFAIRS MEMBERSHIP FUNDRAISING SPECIAL INTEREST COMMITTEES:

CHILD-ABUSE AND NEGLECT DETENTION VOLUNTEER SERVICES FOSTERCARE ETC.

IIX. OLD BUSINESS

IX, NEW BUSINESS

X, ADJOURN

-30-

------------------- ------------------------------

COMMITTEE STRUCTURE FOR THE CITIZEN ADVISORY COUNCIL

The CAC will need to develop committees to implement

the objectives and programs that have been planned.

Most CAC's will want the following:

A. STANDING COMMITTEES

1. Executive Committee - composed of officers and judge or representative -develops long range plans -assigns tasks to committees --may handle the work/decisions of the CAC between meetings

of the entire group as necessary.

2. Public Relations Committee -plans, writes, and disseminates all information about

the CAC to the public

3. Legislation/Public Affairs Committee -monitors legislation -recommends CAC pOSitions

4. Membership Committee -recruits members -nominates members* -orientates members

*members should be formally appointed by the Judge

5. Fundraising Committee -solicits funds according to budget

B. OPTIONAL SPECIAL INTEREST COMMITTEES

1. child abuse and neglect 2. detention 3. volunteer services 4. fostercare 5. probation 6. prevention programs 7. case review

Each committee should have:

1. a chairperson 2. a mandate from the CAC 3. annual objectives

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PUBLIC RELATIONS

EFFECTIVE PUBLIC RELATIONS BY THE CITIZEN ADVISORY COUNCIL HILL:

WHO?

:DEVELOP COMMUNITY UNDERSTANDING OF YOUTH PROBLEMS, COURT PROGRM1S, AND THE WORK OF THE CITIZEN ADVISORY COUNCIL;

:INFORM THE PUBLIC ABOUT GAPS IN SERVICES TO YOUTH, AND RECO~lliEND

NECESSARY PUBLIC ACTION;

:INFORM THE COURT OF ATTITUDES AND PERCEPTIONS OF THE COM11UNITY;

:RECOGNIZE THE ACCOMPLISHMENTS OF THE JUDGE, COURT STAFF, AND CITIZEN VOLUNTEERS;

:SECURE FINANCIAL, LEGISLATIVE, AND PUBLIC SUPPORT OF THE CITIZEN ADVISORY COUNCIL, AND

:PUBLICIZE THE EVENTS AND ACTIVITIES SPONSORED BY THE CITIZEN ADVISORY COUNCIL.

DOES WHAT?

THE CHAIRPERSON AND THE ENTIRE CAC:

-DEVELOPS POLICIES GOVERNING PUBLICITY (E.G., WHO HAS THE AUTHORITY TO SPEAK FOR THE COURT, THE CAC, OR APPROVE PUBLIC RELATIONS ~~TERIALS).

THE PUBLIC RELATIONS COMMITTEE:

-RECEIVES, AND ACTS ON, RECOMMENDATIONS AND REPORTS FROM THE PUBLIC RELATIONS CHAIRPERSON.

-PLANS, WRITES, AND DISSEMINATES ALL INFOR­MATION ABOUT THE CITIZEN ADVISORY COUNCIL TO THE PUBLI C .

-DIVIDES RESPONSIBILITIES FOR SUCH PUBLICITY AS:

BROCHURES NmoJSLETTERS PUBLIC SPEAKING MAILINGS

PRESS RELEASES SLIDE SHOW RADIO AND TV APPEARANCES SPECIAL EVENTS

-DEVELOPS AN OVERALL PUBLIC RELATIONS STRATEGY AND ANNUAL GOALS AND OBJECTIVES.

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FUNDING THE CITIZEN ADVISORY COUNCIL

Generally speaking, a Citizen Advisory Council will not need

a larg8 budget. Meeting space, secretarial assistance, mailings,

and other aspects of council work will usually be covered by

the juvenile court. It may be worthwhile to develop a budget

which indicates the "in-kind" contributions of meeting space,

secretarial assistance, etc., and has budget lines for items

that are appropriate for the Citizen Advisory Council --

items which are not included in the courts' general budget.

These could be items such as equipment for the youth programs,

conferences for the staff, holiday parties for the children

in care, speakers for the council and court staff, or other

costs. Conceivably, funds could be raised through proposals

to small foundations or corporations in the county, from ser-

vice groups such as the Rotary Club, Junior League, Optimists,

etc., or from fundraising events such as an art fair, movie

benefit, a skate-a-thon, etc.

SUMMARY

Children who have been abused, neglected or become delinquent, need your concern. The juvenile court needs your participation as a monitor and supporter of its important work.

You have the interest. You now have the tools.

Will you take the responsibility to create a Juvenile Court Citizen Advisory Council in your community?

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II. ORGANIZING A CONFERENCE ON CAC'S FOR JUVENILE COURTS

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HOW TO ORGANIZE A CONFERENCE ON CITIZEN ADVISORY COUNCILS

FOR JUVENILE COURTS

The idea of holding a statewide conference on Citizen

Advisory Councils was conceived by the Juvenile Court Citizen

Advisory Council of Berrien County. Their council was re-

ceiving many requests for information on "how-to" set up a

council. A formal needs assessment was conducted, asking all

of Michigan's probate judges whether or not they had a Citizen

Advisory Council, whether they wanted one, and whether they

would attend a seminar to learn how to institute a CAC them-

selves. The results of the survey were very positive:

80%

of the judges responded; and over 65% stated interest in both

attending a training seminar and developing a Council.

The plan for the Conference was developed by a larger

group of Cooperating organizations, including the League of

Women Voters of Michigan, the Michigan Council on Crime and

Delinquency, the Advisory Committee on Juvenile Justice and

Children's Charter of the Courts of Michigan. The invOlvement

of the state's Advisory Committee on Juvenile Justice led to an

allocation of JJDP funds through the Office of Criminal Justice,

which was augmented by foundation grants solicited by the

initIal citizen group from Berrien County.

The implementation of the conference Was coordinated by

Children's Charter of the Courts of Michigan, Inc., a private

firm with experience in planning training conferences.

The following materials will detail the conference develop-

ment and provide examples of agendas, budgets, sample letters,

and press releases.

-34-

STEP 1:

STEP Z:

STEP 3:

--- --------

CONFERENCE PLANNING STEPS

o anize a small conference planning rg Composition may include court

g:~~;~nel, criminal justice pl~nners, p d should include representat1ves of an h League of citizen groups such as t e " Women Voters, Rotary Clubs~ J~n1or tc

M" isterial Assoc1at1ons, e ~ Leagues, 1n

This group should conduct a simp(le s~~~ f the J"udges in the state or W1

vey 0 t" the a particular region) to ascer a1~ )

t status of (and interest In curren " " "venile citizen advisory counc1ls 1n JU"

ts Basically, three quest10ns cour . should be asked:

(1) (2)

(3)

Name of the juvenile ju~g~/county Does the Court have a C1t1zen Advisory Council? If not, WOUld"l? they consider developing a counc1

d"

Would they be interested in atten -two-day conference to learn ing a "l?

about setting up a counC1 "

If the results of the survey interest, the planning group proceed with:

indicate should

a) developing an agenda and budget b) securing funding c) locating speakers d) arranging for facilitato~s" e) inviting conference part1c1pants

-35-

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THE CONFERENCE FORMAT

The two-day (noon-to-noon) conference format used at the Michigan conference was very effective

o

FIRST DAY

REGISTRATION was held from 11:00 to 12:00, allowing participants adequate driving time from various regions of the state.

THE OPENING SESSION began with lunch, and an opportunity to meet and socialize ~vith other "team members". Each county team received color-coded name tags, so that they could recognize each other.

THE LUNCHEON SPEAKER was a nationally known expert on citizen participation projects -- and a dynamic speaker. He set the tone on the importance of citizen action in criminal justicen

A WELCOME was given by Michigan's Director of the Office of Criminal Justice.

A PANEL PRESENTATION offered a clear picture of what a CAC does and how it operates. Volunteers from the existing CAC's -- two citizens, a court employee, and a judge were panelists.

WORKSHOPS in the afternoon divided participants into two groups: (1) Judges and Court Directors, whose workshop dealt with practical concerns about developing a new program for their court; and (2) Citizens, whose workshop dealt with ways to effectively work with court directors and judges.

DINNER HOUR featured a Juvenile Court Judge as the speaker, who discussed his perspectives on juvenile justice in the 1980's.

THE EVENING SESSION gave practical information on setting up a council.

The evening concluded with a cash bar and opportunity for participants to relax together.

SECOND DAY

TEAM MEETINGS were the feature of the morning of the second day. Each county team met with a facilitator and discussed the needs of children in their community __ and the ways that a Citizen Advisory Council (CAC) could help meet those needs. Each team then reported back to the group. A luncheon cnd speaker concludEd the conference.

-36-

----- - --~ --------------------------------

SUGGESTED BUDGET ITEMS

1. PERSONNEL

A. Major conference speakers (fee or honorarium)

B. Panelists (donated time)

C. Facilitators (donated time)

D. Conference Coordinators (professional and secretarial) (approximately ten days each at employed rate -- or donated) ..

II. TRAVEL

A. For conference speakers (e.g. plane fare, taxi, mileage)

B. For conference coordinators

C. For participants (optional)

III. LODGING AND MEALS

A. Hotel rooms for all participants and presentors

B. Meals for all participants and presentors (lunch, dinner, breakfast, lunch)

IV. OPERATING COSTS

A. Telephone (calls to participants)

B. Printing (agendas, handouts, etc.)

C. Supplies (newsprint, markers, paper)

D. Postage (mailings to participants)

E. Rent (pro-rate conference coordinators' costs)

POTENTIAL FUNDING SOURCES

1. ~riminal Justice Planning Agency or Training Council

2. Probate and Juvenile Court Judges Associations - Bar Associations

3. Private Foundations

4. Local service clubs: Rotary Club, Junior League, Optimist Club

5. Local small businesses

-37- r " \.

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CONFERENCE PARTICIPANTS

Each county "team" should be composed of:

-a juvenile court-probate judge

-the juvenile court director

-three citizens

Citizens may be located in a variety of ways:

-through the sponsoring organizations

-through service clubs

-through newspapers

-through boards of directors of human service agencies

-from PTA groups

Qualities needed in the initial three citizens are:

-interest in the juvenile justice system (yet not employed in the system)

-organizational development skills (e.g. boards, goal setting, etc.)

-representative of community (men and women, ethnicity, business)

Steps in recruiting citizens:

1. Develop initial list of t,vo or three contacts in each county --

they will supply additional names.

2. Place telephone call to the people on list, telling them:

-purpose of a CAC

-date of planned conference

-that they are invited

-ask for a commitment

3. Send follow-up letter of confirmation and explanatory material and

roster of all attendees.

-38-

-------------------------'-----..:.~~~,,-=----'"-=--'-'-'-"=----------~~~~=~~

-----. - ~ -- -~ --- -- - ---------------------------

DIR(CTOR LISd M. '<Jlcnon

O;:FICEflS Han. JOlmos S. CbSey

PtOSlUonl

Han. Jonn P. Sto~ottle Vlce·?,uslounl

Han. TCJm h. Linck Secr~IJr(

Hon. John J. O'O(lon Trea~lIrer

Sgl .• J..IC~ 5nllphtHd Assistant 50CI(;:..,.Y TrDa$Urer

DOAriD 0.: OiilECTOi1S

Han Mlcnat!1 Anacrogg '83 MarQuetlu County

Han. Y. Gladys uoJrsolmliin '82 Wayne Count V

Ms June B,own '82 Wctynu County

Han John M. Otunoaoe 'S 1 Calhoun COunly

han. Jamos S Casey '83 I<ahm~loo Counly

Hon M,Ch •• 1 E. Dodoo '83 Cass County

Han. Tnomas .J. Eggleston '02 Newaygo County

hon Bdfry M. Grant '81 O"dand County

Mr. Jufncs W Hunt '81 Cal.fofnhl

Mr Flay Jones '82 WayntJ. COIJnly

Han Ira G t<aulman '83 W.tyn~ Counl'{

Han Tom H. Linck. '83 Muslo.egon CounlY

Dr. Tlmotnv lillie '83 InghJm Counly

Hon, GCOIUC! 0 LUll '81 Lapeer County

Han. Kunnelh G Mackness '81 Grand Ttl1 .... c/:.e CO'lnty

Han. MilryJnn ManaHay '83 Wayne CalJOly

han. nlCnatn E. Ml!dlln '8' Alpen,l County

rion EU{,L'nl.' Annur Moora '81 Oa'd.IOO Counly

Han Donn .. T Morns '83 Mldlanll COUnlV

Han James F. NOWiCki '82 Mocamb County

Han Jonn.J. O'orlltn 'SI \ OJ",IJnd Counly

Han. HuroJd c. ReS1etner '83 Gtnesel! Counly

501. J.d 5he"he,d '82 IngnJm County

Non. John P Stu!..l!lae '83 Ken! Counly

n~n Alc .. anc1cr T, Strange, II '81 CiolfI! CO",,"ty

Or, James TU/llan, M.D, '83 Lueb CcunlY

Hon. GllorgL' J. Theul '81 MCiCku1ilC County

Ms. ilcnL Tombor '82 InGham Counly

Har,. a~IIY Ann 'wVcd .... or '81 Lf:clanc;.u County

EX OFFICIO inc Cnlef .Jusl!ce CIt lna

MlenlGan SU;JfE:me Coun

The Slato Coun AssoCI&le Admlnls~r,)tor

Tne Cnret Jl.oGo M/ch'van Court of Appeals

The Presrdonl SUld Bar of Mlchloan

The Prt!~ldenl M/chrOIJn P,OD at!) and JUVenile CClJri JlJdges ASSOCiation

Tne PrcsltJont ,&·JllchICLn JudiioS AuocllItlan

Thu Preslounl Mlcnlo"n Ollitrlct Judgo. Auocl.llon

L

MEMO SAMPLE CONFIRMATION LETTER TO JUDGES

TO JUDGE 'CASEY

FROM: LISA KAICHEK

DATE: November 13, 19.80 i I

I am so pleased that you will be participating in the Citizen Advisory III! Council Conference on December 3rd and 4th, at the Hilton Inn in Lansing. ti-, 1

1

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Judges who have already· regis·tered include Judge Harmony, Judge Dodge. " Judge S'eitz, Judge Greig) Judge Doner and yourself. 1I ;,1

1 The purpose of the conference is to provide you with the information and resources necessary to develop your ovm juvenile court citizen advisory f ~ I council. r think you Hill find such a council will bring far greater: l puhlic support for your court. I't will be a great help to you in develop:r.H~ t community programs', new court programs' and for fundraising. f

Only ten counties are being inVIted to tlus conference. Each will send a (I.: I probate judge and two citizens. Each may additionally send their court I director and another citizen. Pive spaces will be reserved for each coun'I"'; I 11 team". The sponsoring agencies', including the Michigan League of Homen : r Voters' and the Michigan Council on Crime and Delinquency, will identify - t the citizens. However, your suggestions of interested citizens are Hel- • I comed. Perhaps- someone from tne 'Rotary or Kiwanis' Club, or the school L11 .. '1 board would be a ·good addition to your team. ,

The 'conference format includes': ~l~~ [,.'1

-presentations by courts' that have active citizen advisory councils t ' -nationally' recognized keynote speakers· I -"how-to" vlorkshops on' recruitirtg citizens', writing 'by-la~"s, and I~ f! securing funds' , J

-team 'meetings vlith. your, countyl·s participants, and ' .. t -time to socialize, SWlln, and sauna! r r

A manual will be wrftten uS'ing some. of the content of the conference ~.:>l

and given to you in January. Since He 'are breaking new ground, the con- ,~ ference participants will really be the authors. of this manual -- and '''iljI be credf,ted as such] J ~ I

As' the Director of Children I s Charter, I will be available to provide follow-up consultation to you as you set up Kalamazoo County's Juvenile Court Citizen Advisory Council.

IiI Please send back the enclosed registration form. I will be the conference, and am looking forward to seeing YOLj1here.

'l-in touch berol k

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FOR IMMEDIATE RELEASE SAMPLE NEWS RELEASE

Judge Casey is one of nine Probate Judges 4n ... Michigan who ~vill a t tend a

conference on the topic of citizen involvement in juvenile courts.

The conference is deSigned to p'rovide information on setting up a juvenile

court citizen advisory council .. Typically, these councils keep the Court in touch

with the community and the community in touch with the Court. Activities of a

council may range from studying the feasibility of ~dditional youth programs, to

sponsoring public meetings on juvenile J'ustice to adopting pOSition papers on

legislation affecting children.

. The Kalamazoo County team which 'II w~ attend the conference on December 3rd

and 4th includes Judge Casey, Court Director Harold Dyer and citizens Ruth Stoddard

Dorothy Brown and Dr. Leo Stine. These individuals may begin the initial planning

of a Kalamazoo County Juvenile Court Advisory Council.

The conference, entitled "Citizen Involvement in Juven-lle ... Courts -- Charting

Uncharted Waters" is d b sponsore y the Juvenile'Justice Advisory Committee, the

Michigan Council C' d on rlme an Delinquency, the League f W o omen Voters of Michigan and the Juvenile Court Advisory C ouncils in Kent 'and Berrien Counties. There is

no cost to the Kalamazoo County participants.

Children's Charter of the C t f ' our s 0 Mxchigan, Inc., a non-profit agency created

twenty years ago by the Probate-Juvenile Court Judges of all eighty-three Michigan

counties, is coordinating the conference d an will be available to provide assistance

in the development of a local council.

11111111

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----_. - -~-

DATES: PLACE:

SAMPLE

CITIZEN ADVISORY COUNCIL CONFERENCE

GENERAL INFORMATION

December 3rd and 4th, 1980; Noon through Noon Hilton Inn - Lansing

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DIRECTIONS TO HILTON INN-LANSING.' From 96 get off at Exit 93-B (the Saginaw High,vay Ilt EXit). The Hilton is approximately 1/4 mile east on the Saginaw Highway. ~"

CAR-POOLING saves gasoline! Perhaps you could drive with other team members.

HEALS AND LODGING will be provided at the Lansing Hilton Inn at NO cost to you. This includes lunch and dinner on December 3rd, and breakfast and lunch on December 4th. Hotel rooms will also be provided.

PURPOSE ,The purpose of this conference is to provide county "teams" ~vith the information and resources necessary to develop a Juvenile Court Citizen Advisory Council.

PARTICIPANTS Seven Michigan counties ~vith interest in the topic of Citizen Advisory Councils will send "teams" of five individuals -- the probate judge, the court director, and three citizens. Citizens have been recruited through the conference sponsors and suggested by community organizations. Two addi­tional counties with active councils will serve as resource persons and sponsors.

CO~lliITMENT The conference sponsors hope that the judges who participate in this conference will develop new Citizen Advisory Councils, although there is certainly no obligation to do so. The court directors and citizens can serve as the inital CAC planners, developing by-laws, membership, structure, etc. The citizens who attend- the conference mayor may not be the actual members of the CAC.

, MANUALS AND RELATED MATERIALS will be supplied at the conference. The actual content of the conference will be recorded, and ultimately included in the manual. Since we are breaking new ground, the conference participants will really be the authors of this manual -- and will be credited as such!

FOLLOW-UP CONSULTATION for the development of Citizen Advisory Councils will be available through Children's Charter of the Courts of Michigan, Inc.

CONFERENCE SPONSORS The Juvenile Justice Advisory Committee-State of Michigan, Ti1e League of Women Voters of Michigan, The Michigan Council on Crime and Delinquency, The Berrien County Juvenile Court Citizen Advisory Council and The Kent County Juvenile Court Citizen Advisory Council.

The conference is being coordinated by Children's Charter of the Courts of Hichigan, Inc. through a contract awarded by the Office of Criminal Justice.

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~-'I &~ '2"""' SPEAKERS

GARY HILL

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is President of CONtact, Inc., a non-profit consulting organization located in Nebraska. CHUCK DAVOLI is the Director of the Office of Criminal Justice, State of Michigan. BILL GLENN is President of the Institute for Voluntary Organizations located in Illinois. JUDGE DONALD DICK is a Probate-Juvenile Court Judge in Berrien County, Michigan. ANDERA HAIDLE is the Chairperson of the Kent County Juvenile Court Citizen Advisory Council. MAUREEN BERDEN is the Chairperson of the Berrien County Juvenile Court Citizen Advisory Couneil. JUDGE JOHN P, STEKETEE is a Probate-Juvenile Court Judge in Kent County, Michigan. CHUCK KEHOE is the Court Director for Berrien County's Probate and Juvenile Court. LI SA KA I CHEN is the Executive Director of Children's Charter of the Courts of Michigan, Inc.

.6 P e.cJ.a..f than.1u n Ole. th e. aM M:tan. c.e. 0 n : An.n.e.tte. Valy, ChLt~e.n.'.6 ChaJc.te.1e. On the. Co~ Voily Ne.we.ll, BvuUe.I1 Coun.ty Ple.obate. Cowz.:t

RESOURCE - FACILITATORS Beth Arnovitz Ilene (Beany) Tomber Suzanne Dawes Al Stremler Andrea Haidle

. Marie Borsma

Anne Dunnuck Margaret Clarke Bob Tilman Maureen Berden Judge Donald Dick Chuck Kehoe

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CITIZEN PARTICIPATION IN JUVENILE COURTS ----------------------------------------CHARTING UNCHARTED WATERS -------------------------

CONFERENCE ON CITIZEN ADVISORY COUNCILS

DECEMBER 3RD AND 4TH) 1980 - LANSING

.6 po VI/.) of1,e.d b if The Advisory Committee on Juvenile Justice The League of Women Voters of Michigan The Michigan Council on Crime and Delinquency The Berrien County Citizen Advisory Council The Kent County Citizen Advisory Council

nun.de.d by The Office of Criminal Justice - JJDPA funds The Clark Equipment Company, Buchanan The Berrien Community Foundation, Inc. The Farmers and Merchants Bank, Benton Harbor The Pearson Construction Company, Inc., Benton Harbor

c.oole.cii..nate.d by Children's Charter of the Courts of Michigan, Inc. 2893 Dixie Highway, Pontiac, Michigan, 48055 Telephone; (313) 674-4717

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WEDNESDAY J DECEMBER 3) 1980 11:00 - 12:00 - Registration, Hotel Check-in (Regenc.y Ha1.1.J

12:00 - 1:30 - Lunch (Regenc.y C-VJ Keynote Speaker: Gary Hill

1:30 - 2:30 (Regenc.y C-VJ

"Citizen Involvement in Juvenile Courts"

- Welcome by Charles R. Davoli Panel Presentation by:

Judge Donald J. Dick Andrea Haidle - Kent County CAC Maureen Berden - Berrien County CAC

2:30 - 2:45 - Break - Coffee and Cola

2:45 4:30 (Velia WeotJ WORKSHOP FOR JUDGES AND COURT DIRECTORS

Leader: Bill Glen, Facilitator: Beany Tomber, Resource Persons: Judge Dick, Chuck Kehoe, Al Stremler

~ (Velia CentnalJ WORKSHOP FOR CITIZENS Leader: Gary Hill, Facilitator: Beth Arnovits, Resource Persons: Bob Tilman, Maureen Berden, Margaret (Peg) Clarke, Anne Dunnuck, Andrea Haidle, Marie Borsma

4:30 - 5:30 - Break

5:30 - 7:00 - Dinner (Regenc.y C-VJ Speaker: Judge John P. Steketee

7:00 - 8:30 - "Getting Started -- Practical Information" (VeLta W-C) Workshop Leader: Bill Glenn

8:30 ~ 11:30 (Poo.to.f.deJ

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CASH BAR - SOCIAL TIME

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THURSDAY J DECEMBER 4J 1980 8:00 - 9:00 - Buffet Breakfast (Regenc.y B)

9:00 - 11:00 - Team Meetings

(Regenc.y C-VJ - ALLEGAN COUNTY TEAH

Facilitator: Ilene (Beany) Tomber

(Regenc.y C-VJ - BAY COUNTY TEAM

Facilitators: Peg Clarke, Judge Dick

(Regenc.y C-VJ - CASS COUNTt TEAM

Facilitators: Bob Tilman, Anne Dunnick

(Regenc.y C-VJ - GRATIOT COUNTY TEAM Facilitator: Al Stremler

(Velia W-CJ

(Velia W-CJ

(Ve..Ua W-CJ

- KALA}fAZOO COUNTY TEAM Facilitator: Beth Arnovits

MONROE COUNTY TEAM Facilitator: Chuck Kehoe

- WASHTENAW COUNTY TEAM Facilitator: Suzanne Dawes

11:00 - 11:30 - Report Back Sessions (Regenc.y B)

11:30 - 12:30 - Lunch (Regenc.y B) Speaker: Chuck Kehoe

Please complete your evaluation form and leave it'at the registration table.

AVJOURN - - Have. a -.sane tJUp h.ome!

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---------------- IEAM MEETING WORKSHEET

FOR THU~SDAY MORNING) DECEM2ER 4TH

DISCUSSION 0UESTIONS:

WHAT ARE SOME OF THE PROSLEMS FOR ABUSED) NEGLECTED OR DELINQUENT CHILDRE~ I~ YOUR CO~NTY?

- ARE THERE ADEQUATE R~SOURCES AVAILABLE? - Is THE GENERAL P~BLIC AWARE OF THE SCOPE OF THE PROBLEi'':?

DOES THE JUVENILE COURT HAVE STRONG COMMUNITY SUPPORT? - IF SO) HOW HAS THIS BEEN ATTAINED? - IF NOT) WHAT ARE THE BARRIERS TO iT?

WHAT ARE SOME OF THE WAYS THAT A CITIZEN ADVISORY COU~C;~ COULD HELP THE JUVENILE COURT AND THE CHILDREN THAT 17 SERVES?

-WHAT COULD A CAe CHA~GE?

WHAT MIGHT BE THE OVERALL PURPOSE FOR A CITIZEN ADVISORY COUNCIL IN YOUR COUNTY?

WHAT COULD SOME OF ITS FUNCTIONS BE?

WHO WOULD YOU WANT AS MEMBERS OF THE CAC? GEOGRAPHICAL REPRESENTATION? YOUTH? ORGANIZATIONAL REPRESENTATIVES? How LARGE WOULD YOU WANT YOUR COUNCIL TO BE?

It/HAT COM~'i--':=S ., I JI j J. J 1 '- I..... MIGHT BE HELPFUL?

Is THERE LIKELY TO BE ANY NEED FOR FUNDS FOR THE CAC?

WHAT ARE POTENTIAL SOU~CES OF FUNDS?

WHAT IS THE'NEXT STEP?

DESIGNATE A TEMPORARY CAC CHAIRPERSON ASS I GI\~ T lIS !(S SET A MEET!NG DATE

REPORT BAC~ TO THE LARGE GRCUP

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EACH PARTICIPANT WAS GIVEN A FOLDER WITH THE FOLLOWING:

C.ONTENTS ".

** CONFERENCE PROGRAM

PARTICIPANT ROSTER

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Ii "Ii' TUE EFFECTIVE BOARD BOOK (COMPLEMENTS OF KELLOGG FCU~JA7:CN' i'

** BRIEF OVERVIEW OF MICHIGAN'S JUVENILE JUSTICE SYSTEX ~ il

** FLOW CHART

** SAMPLE BY-LAWS: KENT COUNTY JUVENILE COURT CAC

** SAMPLE BY-LA'r"lS: BERRIEN COUNTY':,JUVENILE COURT CAC

LEAGUE OF WOMEN VOTERS MATER:ALS: u uGETTING IT ALL TOGETHE5 liTHE POLITICS OF CHANGE "SPEAKING OUT" "PROJECTING YOUR I~AGEu "GETTING INTO PRINT

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"REACHING THE PUBLIC " "BREAKING INTO BROADCASTING

** EVALUATION FORM

PAPER AND PENCIL FOR YOUR CONVENIENCE

A CONFERENCE MANU/~L ltJ I LL ~E DEVELOPED BY CH I LDRt;~ IS CHARTER OF THE COURTS OF MrCHIGAN J INC. FROM THE CONTENT OF THIS CONFERENCE AND OTHER MATERIALS~ EAC~ CONFERENCE PARTICIPANT WILL RECEIVE A COPY,

**\ SAMPLE INCLUDED IN MANUAL 1 -45-

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THE CLIENT POPULATION

THE JUVENILE JUSTICE SYSTEM HAS BEEN DEVELOPED TO MEET THE NEEDS OF TWO PRINCIPAL CATEGORJES OF",CI:..IENTS: (.1) CHILDREN AND YOUTH WHO HAVE COM­MITED "DELINQUENT ACTSl (2) NEGLECTED AND ABUSED CHILDREN. THESE ARE LEGALLY DEFINED IN THE FOLLOWING MANNER:

CHILD A~US~ " •• • MEANS HARM OR THREATENED HARM TO A CHILD'S HEALTH OR. WELFARE BY A PERSON RESPONSIBLE FOR THE CHILD'S HEALTH OR WELFARE WHICH OCCURS: THROUGH NON-ACCID~NTAk PHYSICAL OR MENTAL·INJURY~ SEXUAL ABUSE~ OR MALTREATMENT. l~ECTION 2) ACT No. 238 OF THE PUBLIC ACTS OF 1~7~.)

- tHI~D~Eci~E6i'" ••• MEANS HARM TO A CHI~D'S HEALTH OR WELFARE BY A PERSON RESPONSIBLE FOR THE CHILD S HEALTH OR WELFARE WHICH OCCURS THROUGH NEGLIGENT TREATMENT) INCLUDING THE FAILURE TQ PROVIDE ,ADEQUATE FOOD~ CLOTHING) SHELTER~ OR MEDjCAL CARE," (SECTION L) ACT No. 238 OF'THE PUBLIC ACTS OF ,1975.)

- A D~~I~~U~~T CHILD IS DEFINED AS ANY CHILD UNDER 17 YEARS OF AGE WHO:

HAS VIOLATED ANY MUNICIPAL ORDINANCE OR STATE OR FEDERAL LAW. {THESE ACTS ARE COMMONLY REFERRED TO AS "CRIMINAL" OFFENSES.)

HAS RUN AWAY·,FROM HOME) TRUANTED 'FROM SCHOOL OR VIOLATED SCHOOL RULES) OR IS ALLEGED TO BE OUT OF CONTROL AT HOME. (SUBS(:CTt.ONS A(2) THROUGH 2(6) OF f1CLA 712A.2 OF THE JUVENILE CODE.) ~HESEACTS WOULD NOT BE CRIMES IF COMMITED BY ADULTS, THEY ARE COMMONLY REFERRED TO AS "STATUSu OFFENSES.)

THE NUMBER OF CHILDREN AND, YOUTH THAT FALL INTO EITHER OF THESE TWO CATEGORIES· IS DIFFICULT TO DETERMINE. THE NUMBER OF ACTUAL CASES INCLUDES MANY THAT ARE NOT REPORTED TO AUTHORITIES.

CAUSES OF DELINQUENCY

EXISTING THEORIES ABOUT THE CAUSES OF DELINQUENCY CAN BE PLACED IN SIX GROUPS:

- tHE"PSYCHO~OGiCAL APpROACH EMPHASIZES THE RELATIONSHIP BETWEEN AN INDIVIDUAL S INTERNAL PSYCHOLOGICAL MAKEUP) BEHAVIOR AND DELINQUENT CONDUCT.'

- tHE" soC 'iOLOG 'rcAL APPHoAcH EMPHAS I ZES THE MANNER IN WH I CH CULTURAl,FACTORS AND THE SOCIAL SYSTEM AFFECT DELINQUENT BEHAVIOR.

- LABELING THEORY MAINTAINS THAT THE ACT OF DEFINING A PARTICULAR YOUTH· AS BEING DELINQUENT CONTRIBUTES TO HIS/HER FURTHER DELINQUENT BEHAVIOR.

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_ THE BIOLOGICAL APPROACH EMPHASIZES THE INFLUENCE OF INNATE PHYSICAL AND GENETIC FACTORS ON DELINQUENT BEHAVIOR.

_ THE FAMILY RELATIONSHIP THEORY EMPHASIZES THE QUALITY OF THE FAMILY STRUCTURE AND DELIN~UENCY.

_ THE SCHOOL THEORt DISCUSSES THE RELATIONSHIP BETWEEN SCHOOL PERFORMANCE AND DELINQUENCY.

No SINGLE THEORY CAN DEMONSTRATE THAT IT HAS THE COMPLETE EXPLANATION FOR DELINQUENCY CAUSATION. IN FACT; FEW THEORIES OF DELINQUENCY CAU­SATION ARE EMPIRICALLY SUPPORTED AND MANY LACK LOGICAL CONSISTENCY, FROM A REVIEW OF THE LITERATURE) HOWEVER) A SERIES OF GENERALIZATIONS ABOUT JUVENILE DELINQUENCY CAN BE MADE:

_ DELINQUENCY BEHAVIOR) DEFINED AS BEHAVIOR WHICH VIOLATES • THE LAW) IS A COMMON OCCURRENCE, HOWEVER) ONLY A SMALL PERCENTAGE OF YOUTH INVOLVED IN DELINQUENT BEHAVIOR ARE ARRESTED OR ADJUDICATED.

_ MOST DELINQUENTS WHO APPEAR ON POLICE OR COURT RECORDS COME FROM LOWER SOCIO-ECONOMIC BACKGROUNDS. THIS COULD BE A RE­SULT OF A HIGHER RATE OF DELINQUENCY AMONG THIS POPULATION OR A RESULT OF DIFFERENTIAL POLICE/COURT PRACTICES.

_ FOR THE MOST PART) ?,ELINQUENT ~EHAVIOR IS BUT A SMALL PORTION OF THE BAHAVIOR OF DELINOUENT YOUTH.

MOST JUVENILE OFFENDERS ARE RELATIVELY NORMAL IN TERMS OF THEIR PERSONALITY STRUCTURE.

_ THERE IS CONSIDERABLE EVIDENCE THAT THE QUALITY OF FAMILY RELATIONSHIPS HAS AN INFLUENCE ON DELINQUENT BEHAVIOR.

_ FACTORS WITHIN THE SCHOOLS SEEM TO BE AN IMPORTANT INFLUENCE ON DELIN8UENT BEHAVIOR,

_ THER~ IS EVIDENCE THAT PEERS AND ROLE MODELS) SOCIALIZATION AND SOCIAL LEARNING) AND INDIVIDUAL AND COMMUNITY VALUES PLAY A SIGNIFICANT ROLE IN THE DEVELOPMENT OF DELINQUENT BEHAVIOR,

_ MOST YOUTH WHO HAVE BEEN INVOLVED IN DELI~QUENT BEHAVIOR BECOME LAW ABIDING CITIZENS AS ADULTS.

THERE ARE NO PROVEN) EFFECTIVE AND UNIVERSALLY APPLICABLE MEANS FOR THE PREVENTION AND CONTROL OF DELINQUENT BEHAVIOR,

CAUSES OF ABUSE AND NEGLECT

EARLY INVESTIGATIONS INTO THE CAUSES OF CHILD ABUSE AND NEGLECT CON­CENTRATED ON A SINGLE FACTOR -- THE PSYCHOLOGICAL MAKEUP OF THE ABUSER. MORE RECENT STUDIES ACKNOWLEDGE THE IMPORTANCE OF ENVIRONMENTAL CONDI­TIONS. THERE IS CONSIDERABLE EVIDENCE INDICATING THAT ~ARENTS WHO

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THEMSELVES WERE ABUSED AND NEGLECTED ARE PRONE TO ABUSE OR NEGLECT THEIR CHILDREN. IT IS ESTIMATED THAT LESS THAN 10% OF ABUSING PARENTS SUFFER FROM SERIOUS PSYCHOLOGICAL DISORDERS. EVIDENCE INDICATES THAT CERTAIN PERSONALITY TRAITS ARE PROMINENT IN ABUSIVE PARENTS. THESE INCLUDE IMMATURITY) DEPENDENCE J LOW SELF-ESTEEM; SOCIAL ISOLATION AND A STRON~ BELIEF IN THE VALUE OF PUNISHMENT. SITUATIONAL STRESS CREATED BY DIFFICULT CHILDREN) A LACK OF EMPLOYMENT) LARGE FAMILIES AND UNSTABLE MARRIAGES APPEAR TO CONTRIBUTE TO ABUSE AND NEGLECT.

STRUCTURE OF THE rRESENT SYSTEM

JHERE ARE FOUR MAIN PARTS TO WHAT IS CURRENTLY DESCRIBED AS THE JUVENILE JUSTICE SYSTEM": (1) LAW ENFORCEMENT AGENCIES; (2) THE

JUVENILE COURT; (3) THE DEPARTMENT OF SOCIAL SERVICES; AND (4) PRIVATE SOCIAL SERVICES AGENCIESI

. . . . ...... ,. . . ': LAW ENFORCEMENT AGENCIE~. LAW ENFORCEMENT PERSONNEL HAVE SEVERA~ FUNCTIONS IN THE JUVENILE JUSTICE SYSTEM, THEY INVESTIGATE COM­PLAINTS OF DELINQUENCY OR NEGLECT WHICH ARE REPORTED BY PRIVATE CITIZENS) SCHOOL AUTHORITIES OR OTHERS) OR PRESUMED INCIDENCES OF ABUSE) NEGLECT OR DELINQUENCY WHICH THEY OBSERVE. FOLLOWING AN INVESTIGATION) THERE ARE SEVERAL OPTIONS OPEN TO THEM: TAKE THE CHILD INTO CUSTODY; REFER THE CHILD TO THE JUVENILE COURT FOR FURTHER ACTION; WARN THE CHILD AND RELEASE THE CHILD TO THE PARENTS; REFER THE CASE TO DSS PROTECTI~E SEBVICES; OR REFER THE CHILD TO A COM­MUNITY AGENCY FOR SERVICESI IHE POLICE PLAY A CRITICAL ROLE IN THE NUMBER OF JUVENILES WHO ENTER THE COURT SYSTEM. FIFTY PERCENT 0\ ALL YOUTHS HAVING CONTACT WITH THE POLICE ARE NOT REFERRED TO THE JUVENILE COURT) BUT ARE WARNED AND RELEASED OR REFERRED TO ANOTHER AGENCY FOR VOLUNTARY SERVICES.

THE JUVENiL~·c6uRT. THE JUVENILE COURT) WHILE NOT THE WHOLE OF THE JUVENILE JUSTICE SYSTEM) IS ITS HUB. THERE ARE THREE MAIN FUNCTIONS OF THE COURT.

- INTAKE. AT INTAKE) COURT EMPLOYEES DETERMINE) ON A PRELIMINARY BASIS), THE VALIDITY OF A COMPLAINT AND THE NECESSITY FOR FUR­THER OFFICIAL ACTION. IF NO ACTION IS CONSIDERED WARRANTED THE YOUTH MAY BE RELEASED OR MAY BE REFERRED TO AN AGENCY ) FOR SERVICES. IF THE COMPLAINT IS INITIALLY CONSIDERED VALID) THE YOUTH MAY BE TEMPORARILY HELD IN SECURE OR NON-SECURE DETENTION) OR MAY BE RELEASED TO THE TEMPORARY CUST0DY OF PARENTS.

- ADJUDICATION; DISPOSITION. IF IT HAS BEEN DETERMINED AT INTAKE THAT OFFICIAL ACTION IS REQUIRED) A FORMAL HEARING IS HELD BY THE COURT.' AT THE FORMAL HEARING IT IS DETERMINED WHETHER OR NOT THE OR I G I NAL COMPLA I NT WAS PROVEN. I F THE ORIGINAL COMPLAINT IS NOT PROVEN) THE CASE IS DISMISSED, IF THE COMPLAINT IS PROVEN) THEN A PARTICULAR DISPOSITION MUST BE CHOSEN. THE RANGE OF OPTIONS AVAILABLE TO THE COURT INCLUDES DISMISSAL WITH A WARNING~ PROBATION) FOSTER CARE) INSTITUTIONAL CARE AND COMMITMENT TO DSS.

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- PROVISION OF SERVICES, JUVENILE COURTS PROVIDE MANY OF THE SERVICES WHICH SERVE AS DISPOSITIONAL ALTERNATIVES, SUCH AS FOSTER CARE, INSTITUTIONAL CARE, PRETECTIVE SERVICES AND PRO­'BATION,

THE DEPARTMENT OF SOCIAL SERVICES, THE DEPARTMENT OF SOCIAL SERVICES: THROUGH BOTH ITS STATE AND 83 LOCAL OFFICES, SERVES CHILDREN AND YOUTH WHO ARE COMMITTED TO IT BY THE JUVENILE COURT OR WHO ARE REFERRED TO IT FOR SUPERVISION, SERVICES INCLUDE ADOPTION SERVICES, CAMPS, FOSTER CARE, HALF-WAY HOUSES, INSITUTIONS AND PROTECTIVE SERVICES GROUP HOMES,

PRIVATE SOCIAl SERVICES AGENCIES, THESE AGENCIES SELL OR DONATE AN EXTENSIVE ARRAY OF SERVICES TO THE PUBLIC AGENCIES, THESE INCLUDE HOUSING AND COUNSELING FOR RUNAWAYS, FOSTER CARE AND ADOPTION SER­VICES, INSTITUTIONAL SERVICES AND SUBSTANCE ABUSE PROGRAMS,

EACH PART OF THE JUVENILi JUSTICE SYSTEM MAKES CRITICAL DECISIONS WHICH AFFECT THE CARE,CUSTODY AND TREATMENT OF CHILDREN, HOWEVER, NO SINGLE AGENCY IS RESPONSIBLE FOR FOLLOWING A CASE THROUGHOUT THE SYSTEM, INSTEAD) CHILDREN GET PASSED FROM AGENCY TO AGENCY, WITH FREQUENTLY LITTLE CONTINUITY FROM ONE SETTING TO ANOTHER,

NOTE: THIS MATERIAL IS FROM THE EXECUTIVE BRIEF - MICHIGAN PLAN FOR JUVENILE JUSTICE SERVICES,

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[JOl-[j(:C' of Cdr'ill::J JU[:ticc' Pr{)gre.r::s, 1978 HichlgCl.!1 COI'I!Il"ehc'lls:Lvc Lm., Enforcement end Criminal Justice Plan: All~~:0:..~.i r,-[l!~(!.P'~~'cl:Yr:~~q·0".J~!l f::.~.~~ (Lensj ng, H1.ch:-;- -ofi:i.-~e-~[ Crj:'~l-i ~;;j-JlIs ti-;e Progr~1I;;,-1977Y:-p-. R=i18.-------

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EVALUATION FORM

CONFERENCE ON CITIZEN'PARTICIPATION IN JUVENILE COURTS - December 3rd and 4th, 1980

A. THE CONFERENCE Please offer your evaluative comments on:

1. Organization:

2. SEeakers:

Gary Hill:

Bill Glenn:

Judge Steketee:

Panel of CAC members:

Chuck Kehoe:

'l Hand-out Materials: ..J.

4. Team Meetings:

B. THE ACCOMODATIONS

Hotel rooms:

Mee~ing Rooms:

Food:

C. WHAT CHANGES WOULD YOU SUGGEST IF THIS CONFERENCE WERE OFFERED AGAIN?

D. OVERALL, I WOULD GIVE THIS CONFERENCE A GRADE OF: "A" "B" " C" "D" "E"

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WILLIAM G MILLIKEN GOVERflOR

STATE OF MICHIGAN

OFFICE OF THE GOVERNOR

LANSING

December 1, 1980

Dear Members of the Advisory Committee:

I want to ext0nd my appreciation for your attendance at the Decemb~r 3 and 4 conference on citizen partici­pation in juvenile courts sponsored by the Advisory Committee on JuvcnilG Justice.

Your effort in devel0ping a Citizen Advisory Council for your county is truly commendable. During this time of economic hardship for many Michigan residents, there is an urgent need for active citizen involvement at the county level. I remain interested in the progress of your council.

Although I cannot be with you personally, please accept my best wishes for a successful and productive conference.

Kind personal regards.

Sincerely,

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Governor

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Appendix

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ASSESSING COMMUNITY NEEDS

WHAT IS ASSESSMENT?

Assessing community needs is getting facts and opinions on the problems and resources affecting the criminal justice system in your community. It is a means to an end not an end Within itself; the purpose is not just to collect informa­tion but to gain understanding of yOur community as a system and to determine its most pressing needs. There will still be some unanswered questions, but you must be aware of what you don't know and why.

WHY ASSESS?

While it is true that most needs and problems exist in every community, each community is unique in terms of the ur­gency and extent of these problems. Thus the priorities will differ. Frequently organizations have copied "exemplary" prOjects conducted in other communities without first deter-mining if such programs are needed, if they are priority needs, or how they will fit into the Overall network of services in their communities. It is not Possible to know intuitively what is most needed in your community. Superficial knowledge of community problems and concerns results in simplistic solutions that rarely work.

Local criminal justice systems are tremendously affected by the people involved - their personalities, politics, con­flicts, policies. Tailoring programs and activities to local needs and resources rather than to phantom problems requires a thorough assessment of your particular community. There are additional advantages to assessing community needs.

-It helps to develop initial contacts with pUblic officials and profeSSionals in the criminal justice system.

-It paves the way for being more assertive in future dealings with pUblic officials.

-The effort involved verifies the interest and dedi-. cation of your group to both yourselves and the community prior to project development.

-you may receive requests from some of those surveyed to do projects within their domains.

-It provides documentation of needs when applying for funds or other support.

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-It provides a data base for evaluating resultant projects.

-It informs your group regardless of follow-up efforts and activities.

WHAT IS INVOLVED?

First, define your community. It can be your neigh­borhood, city, county, area, state, region, or country.

Next, determine the scope of your assessment. Your information gathering activities may vary from simple to quite complex and comprehensive depending upon your purposes and resources. The more comprehensive your survey the more impor­tant it is to know ahead of time how the information will be analyzed and presented so as to insure that you collect pertinent and easily usable information. Many professional and business groups will provide free assistance to voluntary groups in developing and interpreting surveys. Check with local uni­versities and colleges, advertising agencies, public relations firms, and political pollsters. It is good public relations for them to help groups who are trying to help the community. Teachers and students in nearby colleges might also assist in conducting the need assessment. Academic programs in social work, sociology, psychology, marketing, etc., emphasize com­munity work as part of the requirements for some classes.

The League of Women Voters has published several book­lets on conducting community surveys, e.g., Know Your Community, Know Your County, and Know Your State.

Be sure ~o weigh the pros and cons of an indepth survey • You do not want to deplete the time and commitment of your members prior to action. For some purposes, a few well-placed phone calls and interviews may be all that is needed. Find out if other groups have already surveyed your community, for you may only need to update or add to what they have done. In recent years, Junior Leagues, sections of the National Council of Jewish Women, members of the General Federation of Women's Clubs, and criminal justice planning agencies have conducted independent surveys of the justice systems in their communities. Some communities and agencies have begun to feel they have been over-surveyed. Never waste your valuable resources by unnecessarily duplicating the efforts of others.

Since information-gathering procedures must be geared to the local situation, no standard survey format is included with this handbook.

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WHAT DO YOU NEED TO KNOW?

There are essentially three types of information needed for a thorough assessment of community needs. These are back­ground and demographic data, opinions and attitudes, and facts and figures on the criminal justice system. You may wish to collect information in some or all of these three catagories.

BACKGROUND/DEMOGRAPHIC DATA

Background/demographic data might include the following information~

-Population - numbers by age groups, by income level, by ethnic groups, etc.

-Ecomomy - defined poverty level; percentage unemploy­ment; major sources of employment; labor conditions; employment opportunities for minorities, youth, women, and handicapped; etc.

-Housing - zoning regulations, housing codes and en­forcement, extent of sub-standard housing, etc.

-Health - medical and psychological services available to the poor.

-Education - classes for slow learners, special services, vocational education opportunities, adult education opportunities.

-Public Services - fire protection in low-income areas, recreational facilities, opportunities for supervised rec"reation, public transportation.

-Local Government Structure.

-Unique Characteristics - proximity to "the border," tendencies for natural disasters, weather conditions, etc.

Information on the above points is important because crime and the criminal justice system are interrelated with other community problems and services. Much of this information re­ports as is discussed in the following section.

OPINIONS AND ATTITUDES

Opinions and attitudes of community representatives are just as crucial as objective data to your need assessment. In determining whose opinion to seek, consider the following: professionals on the staffs of criminal justice agencies, leaders in local and county governments, heads of government departments, business and industrial leaders, community leaders,

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representatives of political parties and organized labor, spokes­persons for minority groups, college faculty members in depart­ments related to criminal justice or community development, leaders of civic clubs, media representatives, and offenders.

You might seek answers to the following types of questions:

-What do you believe are the most critical problems facing the criminal justice system today?

-What do you believe to be their underlying causes? On a local level, what do you view as the biggest obstacle to solving each of them?

-What do you feel should be done to resolve each of them?

-How involved are you - your area of work - in the solu­tion of each of these problems?

-How concerned do you think the residents of the area are about each of these problems?

-Whom do you consider to be the three most knowledgeable local people on each of these problems?

-Is there any role which an organization like ours can play in solving each of these problems? If yes, what? If no, why not?

An alternate approach would be to seek attitudes toward specific components or activities of the criminal justice system such as court procedures or community institutions rather than toward the problems of the system as a whole.

When interviewing criminal justice professionals and other public officials, it will be interesting to ask what they would like to do or to have done if they didn't have to answer to their superiors, funders, the public, and others. As represen­tatives of a voluntary group, you will have much more freedom than the officials to push for innovative changes.

Techniques on how to secure opinion information are in­cluded under the interviews, polls, and observation headings in the next section.

FACTS AND FIGURES

Facts and figures about your local criminal justice system may be gathered by asking questions in the following areas:

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c. d. e. f.

g. h.

The a. b. c. d. e. f. g. h.

Enforcement - the police and sh:r~ff departments: organization/management and pollcles . coordination and consolidation of serVlces and facilities crime prevention and control community relations research and statistics . personnel recruitment, training, salarles and pro­motion, utilization and performance equipment and facilities " general ideas regarding crlmlnal justice problems, legislation, etc.

Courts - juvenile, felony, and misdemeanant organization, management, and procedures case backlog and delay sentences and dismissal or reduction of charges the prosecutor and defense counsel ~ersonnel selection, utilization, and performance facilities and equipment bail judges

Corrections . risons a. institutions - juvenile, adult detentlon, p

1) facilities and utilization .. 2) organization, management~ ~nd pollcles 3) personnel selection, tralnlng, and performance

b. community-based programs 1) juvenile probation 2) juvenile aftercare 3) adult probation - misdemeanant and felony 4) parole 5) other programs and services

Diversion a. decriminalization of victimless crimes b. youth service bureaus

5. State Laws

6 . Criminal justice planning, ,coordinating, agencies - state planning agencies, area councils, municipal agencies.

and funding or regional

7 • Existing volunteer p~ograms in criminal justice.

HOW DO YOU COLLECT THE INFORMATION YOU WANT?

The overriding principle to remember when col~ecting mation is to be objective and not to approach agencles an~

. h t the maJ'or problems are an with preconceived ldeas on w a is to blame for them.

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This does not mean that your general impressions are not important. They are. The way you are treated by officials, how knowledgeable they seem, their ideas toward the role of citizens, etc. are all very important to your overall assessment. How­ever, do not intermingle fact and feeling.

The best approach is to prepare a structured form with speclxlC questions you want answered including a separate heading for your general impresSions. This insures that forethought is given to the questions to be asked and makes information collectors more comfortable. Questionnaire forms should include some flexi­bility so you can follow up on interesting new leads as they occur.

Consider breaking your surveyor fact-finding effort into logical sections and having the persons responsible for each section make a presentation to your membership on what they found. They might also invite contacts made during their work to speak to your group. Try to provide feedback to those you inter-view and those who help you. If nothing else, send them short letters of appreciation; you may need their help again, and the more friends you make, the better.

You may collect information by researching dOCUMents and other printed materials, person-to-person interviews, observation, and telephone polls. You will need to use at least two of these methods.

READING

Since reading is an essential part of need assessment, include on your team persons who enjoy reading,studying written records so as not to lose the support of your action-only or peo­ple-oriented persons.

You should be able to get demographic information from area planning departments, councils, or commissions; state arts, social sCience, and environmental councils; your local department of vital statistics or its equivalent; policitial science or urban affairs departments, and public service institutes or programs at area colleges and universities; and central public libraries. See Helpful Information Sources for references on how to research written materials and for examples of publications with demo­graphic data.

For information on the criminal justice system, first obtain a copy of your state's comprehensive law enforcement plan. To be eligible for funds from the Law Enforcement Assistance Administra­tion (LEAA), each state is required to develop and submit annually a comprehensive criminal justice plan. These reports typically include the problems, needs, priorities, present operations, available resources, and proposed action plan for future years for the state criminal justice system. While you may not agree with the plan, it will tell what your state's funding priorities are and enable you to develop your activity to fill unmet needs rather than duplicating or conflicting with programs already planned. Your state1s criminal justice planning agency, frequently

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called state crime commission or state planning agency, is responsible for preparing this plan and may have other reports and studies of interest to your group. It is typically located in your capitol city and is the state agency through which all requests for LEAA funds must be channeled. See the resource chap­ter for a state by state listing of these agencies with addresses and phone numbers. Each state is also required to have regional planning offices, but the states vary in the way these offices are disbursed. You should attempt to become acquainted with your regional office since it is one of the primary sources of information on criminal justice operations in your area, and all fund requests must go through them to the state agency.

Also available in many capitol cities is a legislative reference service or research bureau which can provide copies, sometimes with analysis, of bills related to the criminal justice system. Some states print government guides which include a description of the legislative process, courts, names of legis­lators and public officials by title, etc. Information and copies of federal legislation on criminal justice matters _ e.g., "The Juvenile Justice and Prevention Act of 1974" - can be found in the Congressional Record and the CongresSional Quarterly avail­able in libraries or through your congress-person or senator. Some of the periodicals listed in the resource chapter include analysis of pending and current legislation affecting the criminal justice system.

Most criminal justice and social service agencies pre­pare annual reports of the activities for the public. After reviewing the annual reports of general planning agencies, e.g., United Way, Red Cross, Public Welfare Council, you might call those agencies relevant to your interests and ask for copies of their most recent reports and studies.

In researching the extent of crime, be very careful. The Uniform Crime Reports for the United States (UCR), prepared by the FBI and available through the U.S. Government Printing Office or central libraries, is the most frequently used source on criminal statistics. However, the UCR is the subject of much controversy and may not include very useful information. The UCR includes statistics on seven "index crimes" as r(~ported to and by the police - murder, rape, aggravated assault, robbery, burglary, larceny, and car theft. Most crime is never reported to police, particularly by poor and minorities, and the reporting systems of local police departments vary. The better the police department, the greater the number of actual crimes discovered, and thus the higher the crime rate.

The UCR treats joy-riding by juveniles, deliberate murder, larceny of fifty dollars, and bank robbery as equally serious crimes. Many researchers warn that the categories by which offenses are reported are not complete, not mutually exClusive, and not uniformly used from city to city or precinct to precinct.

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Under no circumstance should crime statistics be compared between cities and between time periods for the same cities. Reporting procedures vary from city to city and in the same city over time. The number of crimes reported is dependent not only upon the number of crimes committed but also on the effi­ciency of law enforcement practices, the availability of detection hardware, the formality of handling certain types of offenses, etc. These also vary over time and between different cities.

INTERVIEWING

When assessing your local criminal justice system, you may want to interview a number of persons representing such area as law enforcement, courts, corrections, and special programs or services. It is good to talk to as many criminal justice system professionals (police, sheriffs, judges, prosecutors, probation and parole officers, wardens, and institutional staff) as Possible, but begin with representatives of those general Planning/coordinating/funding agencies which are familiar with the broad scope of human service delivery systems. Some of these are United Way, area planning and state planning agencies. Do not accept at face value some of the things that criminal justice officials and profesSionals tell you. Is the police department's greatest need really more personnel? Is the institutions's prio­rity need a larger facility? Remember representatives from the various segments quite naturally tend to be biased in favor of their own domains. You may hear several times, "we are the least understood, most overworked part of the system." Respond sympathetically, but then look at the problems anQ needs of the various agencies from the many points of view within your community. Even when you agree with officials, avoid confusing a solution with a problem. A solution might well be the need for more or better facilities, but the basic problem is the important consideration, e.g., overcrowding because of the need for separation of offenders.

It is important to prepare a questionnaire of the points you want to Cover in these interviews. It helps if the question­naires are typed and lined spaces provided for recording answers. When the questionnaire is ready, consider the following procedure:

1. ORIENT YOU INTERVIEWERS.

Each interviewer must thoroughly understand the questions that he is going to ask, or else he cannot clarify them for the person being inter­viewed. You should explain to each interviewer the purpose of the survey, what is meant by each question, and why the information is needed. Consider using interviewing teams of two, with one person asking the questions and the other recording the answers. This can save time, and it may also be useful to have two impressions of the interview.

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2. PRACTICE INTERVIEWING.

Recommend that the interviewer read each question aloud several times prior to using it to be sure he understands and can pronounce all words. You might also consider conducting mock inte:views in which your members play the roles of ~nter­viewer, respondent, recorder, and observer. The observer can critique the interviewer's perfor­mance; the recorder can determine if the inter­viewer goes too fast, etc.

3. MAKE AN APPOINTMENT FOR THE INTERVIEW.

-Start with the chief executive officers of each agency. Although they may refer you to other~, it is important to obtain their support even ~f

you wish to also interview line staff such as caseworkers or police.

-Call or write for an appointment. If you write first, indicate in your letter that you will call on a specific day at a certain time.

-Be sure about the names and titles of those to be interviewed before you write or call for an appointment.

-Ask the person to set aside a certain amount of time, depending on length of the questions to be asked.

-Wh~n someone refers you to someone else, or when a personal contact recommends that you in~erview someone, ask him to call that person and ~ntro­duce you while you are still in his office. In­fluence helps you to avoid a runaround.

-When calling for appointments, develop a rapport with the receptionists/secretaries as they may control access to the person you want to see. Jot their names down for use in future calls.

-Begin by explaining the purpose of your organi­zation and why you want the interview. Stress that you are attempting to better understand the system so you can find out if your group can be useful. Avoid any suggestion that you want to investigate what the agency is doing.

-Many officials are only too eager to share their problems with interested persons, but. if you are unable to make an appointment even after reassur­ing the person as to your purposes, persist. Drop in without an appointment, make follow-up calls, etc.

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4. CONVUCT THE INTERVIEW.

-Be prompt. Try to arrive well before the scheduled appointment.

-Begin by explaining the purpose for the interview • It may help to develop an information sheet on your organization, the reason for the survey, etc. to give the respondent.

-Record the respondent's answer word by word when possible.

-Whenever the respondent misunderstands a question and gets off track or you don't understand the answer, you must probe for more precise answers.

-Ask the respondent if you may contact him for additional information, if needed. If appropriate, ask if he would be interested in working with your group, making a presentation to your membership, etc.

5. AFTER THE INTERVIEW.

-Immediately review your completed questionnaire to clarify responses, spell out abbreviations which might be meaningful then but not later, etc.

-Record your general impressions of the respondent, the agency's work, etc.

-Write the respondent a short thank you letter.

OBSERVATION VISITS

Statistics, reports, and secondhand interpretations can never replace personal observation. There is no better way to get a full understanding of the scope of the problems and the intffrelatedness of crime with other social ills such as inade­quate education, poverty, and unemployment than to visit police stations, courts, jails, and prisons. Direct observation of the system in action should be an important part of your need assessment.

Careful preparation is mandatory for most observation visits S~nce you may not always be welcomed with open arms by those you • w~sh to observe, it is important to observe, not to criticize, interrogate, or investigate. Many of the guidelines for conduct­ing interviews are appropriate to planning observation visits. Since visits are much more meaningful if you have Some prior know­ledge about the place to be viSited, when appropriate obtain and review agency reports, brochures, etc. before the visit. If many of your members are interested in making the same visit and

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it does not impose unduly on the agency, send several small groups at different times rather than one large group. You will see more that way.

During the visits, one member should take notes. After­ward, the visitors should share their impressions with each other, and one member should prepare a report for future reference.

As part of its year-long survey of the juv~nile jus:ice systems in thirty-four states, the National Councll of J~wlsh Women prepared a detailed study guide for its.l?cal sect~ons. This guide, Justice for Children,2 includes V1Slt checkllsts and questions to ask the staffs of juvenile courts and de- . tention centers or institutions. If such a survey was done ln your community, ask for a copy of the report; you mi?ht want to obtain a copy of the study guide to use in preparlng for your own visits.

You may consider visiting the following:

COURTS. Spend a day or half day in court observing the judicial process. In felony or juvenile courts, you may wish to follow a case all the way through the process, attending each time a person's case is scheduled for a hearing. You will need permission from the judge or court clerk to attend juvenile court since they are generally closed to the public. In misdemeanant courts, you will probably be able to o~se:ve the trial and disposition of a large number of cases wlthln a few hours.

The legal mumbo-jumbo of the courtroom dialogue is likely to be confusing, and it may be difficult to tell who is who - lawyer, probation officer, etc. If you have a lawyer friend with a soft voice, he could be an invaluable inter­preter for your first visit.

INSTITUTIONS. You may wish to visit county jails, police lockups, detention homes, training schools, reform schools, and prisons.

If brochures, pamphlets, or annual reports on the institutions to be visited are available, obtain copies before the visit so you can orient yourself and make your visit more meaningful.

In addition to the typical short meeting with the director and guided tour of the facilities, try to talk with offenders and with other institutional staff. What is the attitude of staff toward the institution and the offender - do they want to help, punish, control? How do the offenders view the staff and the institution? What do the offenders do with their free time? vI hat pro g ram s are a va i I a b I e for the m ?

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Several years ago, overnight lockups were popular among outsiders interested in getting a first-hand feeling of in­stitutions. Such may be possible in your area.

LAW ENFORCEMENT. You may want to have informal meetings with officers in charge of specific units at the police or sheriff's departments. For example, you could talk with officers in charge of the juvenile bureau, crime lab, burglary, homicide, etc.

Rides in patrol cars have been a popular means of gain­ing increased understanding and such may be possible in your area. Perhaps one of your members could accompany a police officer for an entire shift.

COMMUNITY AGENCIES. You may wish to visit other agencies which provide or could provide services to offenders. Examples are group homes, halfway houses, drug treatment units, youth service bureaus, crisis intervention centers, detoxification centers, mental health clinics, and family service bureaus.

LEGISLATIVE SESSIONS. The bills propos~d and passed by legislative bodies determine the boundaries of what your criminal justice system is and can become. On the state level you can learn from the legislative reference service, the legislative calendar, or the Senate/House Clerks when legis­lation pertaining to criminal justice will appear on the floor. Try to attend one of these sessions and let your local repre­sentative know you are coming. You might also want to attend a meeting of the subcommittee through which matters related to the justice system are channeled. Your local representative can and should assist you in making such arrangements. You might visit city councils and county legislatures or commissions which determine criminal justice policy and administration on the local level.

LOWER INCOME NEIGHBORHOODS. Since, as discussed previously, many of the offenders processed through the s y s tern L: U 111 e fro m lower - inc 0 m e dis t ric t s, i tis imp 0 r tan t, fro m a prevention standpoint, to see their neighborhoods, to meet the people there, and visit their schools, community centers, and social agencies. Attempt to be as unobtrusive as possible by not going in large numbers. Have your visit arranged by local residents or one of the local social service agencies when possible.

TELEPHONE POLLS

Telephone rather than in-person interviews may be used to collect information, particularly when seeking attitudes or opinions. There are two approaches to opinion polls. One apprbach seeks the opinions of a random, representative sample of persons insome category, e.g., registered voters, with the

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goal being to generalize or predict the findings fro~ ~he sample to the population. This, of course, is like the polltlcal polls conducted during presidential campaigns. Such polls are no: difficult to plan and implement, but you should get the aS~l~­tance of someone with a background in market research, polltlcal science, sociology, psychology, or economics to help you draw your sample and prepare your questions.

Another approach is a poll seeking the opinions of a quali­fied cross-section of the community with no concern for genera­lizing the findings to the community-at-large. That i~, you decide whose opinions you consider important and restrlct your survey to these people.

TIPS ON HOW TO BEGIN

Confused? Don't know where to start? Then look for help; it's readily available if you seek it. Listed below are some ideas on who can help and some things you can do to help yourself.

, . . "

1. The telephone book can provide a starting point! Look under government (city, county, state, and federal) for cues as to agencies which should be contacted. More on target, when available, are directories listing local and county officials. Such booklets are published by many local Leagues of Women Voters.

2. Frequently an administrative assistant in the mayor's or county administrator's office can

3 •

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tell you who is responsible for and/or knowledge­a b 1 e abo u t d iff ere n t co mm un i t y and c rim ina 1 jus tic e agencies or programs.

Try to enlist at least one acquaintance who is knowledgeable about criminal justice problems and local or area politics. This person can suggest people to interview and introduce you to them. People from assorted backgrounds can fill the shoes of your contact person. For example, the head of the criminal justice department at a local university provided initial guidance to the Junior League of El Paso; the Director of the Bureau of Crime Prevention and Community Relations pro­vided invaluable assistance to the Junior League of Portland, Mai'u-e by serving as a liaison with

·~~ther system officials; and a local psychologist with power structure connections helped to pave the way for the project of the Junior League of Greater Bridgeport.

Go to your local representative or assemblyperson and ask his ideas regardIng criminal justice. Then ask to be introduced to the chairperson of the legis­lative subcommittee on criminal justice.

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5. Ask the chairperson of the legislative subcommittee on criminal justice whom he goes to for input on criminal justice-related matters. Whom does he consider to be the knowledgeables? Ask him to make appointments for you if appropriate.

6. Long-time politicians and their wives or husbands are frequently knowledgeable about community affairs and can help you to develop times with criminal justice and other public officials.

ORGANIZING AND SUMMARIZING YOUR FINDINGS

Collecting information without taking careful notes is a waste of time. The human mind is fallible - what seems to be making a lasting impression one day can be almost impossible to recall several weeks later without notes to refresh your memory. Also, others do not have recourse to your memory but can more conveniently review your findings if they are in written form.

The best approach is to record the collected information immediately following each step of the need assessment. Be sure to include the names and iositions of persons talked to, dates, their responses to your questions, your summary of the situation, and general impressions. When structured question­naires are used, this should be simple. A little more disci­pline is required for informal discussions and observaticn visits. These intermediate reports or summaries should be shared with others conducting the assessment and your gentral membership.

If you can obtain copies of the reports prepared by other groups who surveyed your area, they can provide insights into what to include in your report. You can also include what was missing in these reports but was needed for you to under­stand the system.

If you ask the same questions of different people, as in an opinion poll, one way to analyze your responses is to look at all responses question by question:

Que..6;t-i.OVl. 1

Respondent 1: Respondent 2: Respondent 3:

If you have done interim reports along the way, preparing an overall report at the end of the need assessment phase will be easy. There are many ways to organize your final report, but you might consider including these points:

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1. Sho~z ~umma~y

2. Mezhod -- what you did, how you did it, who did it, when it was done.

3. Finding~ responses to questions, your obser-vations, problems discovered, resources avail-able, obstacles. A conceptual framework for looking at the system and analyzing your findings will be needed to add meaning to your work and to facilitate drawing conclusions. Your preliminary readings should stimulate ideas for this. A typical break­down would be to look at the following in terms of problems, needs, and resources:

-Legislation -Law Enforcement -Courts -Corrections

-Institutions -Community-based

4. Conc..tu~ion and ~ec.ommendazion~ -- what citizen groups can do, what the primary needs are, etc. If a conclusion is based on your feelings rather than evidence, make that clear. '

Your report will be very useful if you later decide to apply for outside funds to finance your involvement. It can also serve as a guide to other groups interested in working with the local criminal justice system. Possibly, some of your find­ings and conclusions can be used for public relations purposes with appropriate news releases.

If you examine all elements of the system and understand t~e major problems and resources of each, you and your group wlll be among the few in your community who do. Although the components of the system are very interrelated, people often work in one of them for years without understanding the others. Pat yourself on ilie back and prepare to use your expertise to its best advantage.

HELPFUL I NFORfvJA TION SOURCES

OCSEARCHING ~JRITTEN MATERIALS

Chandler, G. How to Find Out: A Guide to Sources of Information for All. New York: Pergammon, 1968.

This small "how to" book is designed to provide users at all levels ~vith basic information regarding the organization and use of library catalogued materials. Many examples on a variety of topics are given.

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DEMOGRAPHIC INFORfvJATION

U.S. Department of Commerce. County and City. Data Bank. Washington, D.C.: U.S. Department of Commerce, Bureau of the Census. This volume, published following every national census, contains a

wide variety of statistical items for each county, standard metropolitan statistical area, city, urbanized area, and unincorporated area in the United States. Most information is in easily interpretable statistical, tabular form.

International City Manager Association. Municipal Year Book Primarily focusing on issues of urban management, this yearly publica­

tion provides a wide variety of information such as ~tructure and nature of municipal services, city employment and payroll statistics, federal grants management, political municipal organizations, etc. Information is in both written statistical, tabular form.

INTERVIEWING

Gordon, Raymond L. Interviewing: Strategy, Techniques, and Tactics. Homewood, Illinois: Dorsey Press, 1975. This volume is comprehensive in its dealing with the multiple facets of

survey research. It is not a "how to" reference and is written more for the advanced researcher than for the beginner. It is an excellent source for survey theory and intricate explanations of problems.

Survey Research Center, Institute for Social Research. Interviewer's Manual: Revised Edition. Ann Arbor: University of Michigan, 1976. Probably the most authoritative "how to" source for interviewers, this

publication contains step-by-step instructions, explanations, and illu­strations of survey research techniques. It is designed for the novice as well as the seasoned practitioner.

NOTES

1. For specific points to cover under each of these, see: Chamber of Commerce of the U.S., Marshaling Citizen Power Against Crime (Washington, D.C.: Chamber of Commerce of the U.S., 197Q).

2. National Council of Jewish ~-lomen, Justice for Children: A Guide to Study' and Action of the Juvenile Justice System in Your Community (New York: National Council of Jewish Women).

Used with permission of the Association of Junior Leagues. Inc.

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FORMING A CORE GROUP

The initial planning group may start with one person who has an idea or concern, it may be an independent group with common concerns, or it may be a subcommittee of a larger organization devoted to community bet~erment. "W~atever the origins to initiate and maintain a vlable actlvlty, group" " support'is required. The group formed to initiate your crlml­nal justice involvement may be expanded to i~clude new members or disbanded and a new group formed to meet the needs of the specific project selected.

Regardless of your situation, whether y~u n~ed to esta­blish a new group or simply to form an organlzatlo~al sub­committee this may help you get the initial plannlng gro~p going. I~ may also be useful later if you want to establlsh support groups or coalitions.

BUILDING THE GROUP

If the core group is to include people from outside your existing group or organization, you might:

1.

2.

Begin by developing a list of prospective members who share your concerns, interests, and/or have leadership potential.

Ask political representatives, long-time politicians,

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3.

4.

5.

L Contact those suggested to see if they are interested in planning a citizen-initiated criminal just~ce in­volvement. Keep in mind that while over-commltted people may not be able to form the leadership or wor~­ing core of the planning group, no matter how enthuSl­astic, they can open doors and serve as excellent advisors on an ad hoc basis when most needed. The planning group ~hould be relatively small -- four to twelve dedicated people.

Prepare a card file of interested persons. The card for each person should include name, address, phone number, and type of involvement to be expected. Later this file can be used as your mailing list.

Meet individually with those persons likely to help organize and work with a criminal justi~e pro~ect. Make them feel needed by asking for thelr advlce and suggestions of other persons and groups to involve.

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6. After identifying enough people interested in or­ganizing a criminal justice project, arrange for a mutually convenient meeting.

PLANNING INITIAL MEETINGS

The goals of the first meeting or two are to orient the group, to stimulate or maintain their interest, and to begin developing your work plan.

Don't attempt to omit the get-acquainted stage if the meet­ing is to be attended by new members. Try to make new parti­cipants feel welcome by introducing them to other members and avoiding activities, seating patterns, etc., that make the group appear cliquish. You will probably be starting with a collec­tion of individuals who have varied reasons for being there. Yet, each potential member wants to feel that" he will be parti­cipating in a worthwhile effort.

Your goal is to instill commitment and sense of purpose in the group. A first step might be for the participants to present informally their backgrounds and goals or expectations for the group. Pose the questions: Why am I interested in organizing a criminal justice activity? What do I expect from my involvement? How m~ch of a commitment can I make? The answer to these questions will be significant in defining the group's purpose.

To inspire your members and spark their interest you may want to present a program on criminal justice problems. There are many ways to do this; the following ideas are only suggestive.

SHm.f A FI LM

A good film can provide background information, inspire, and encourage discussion. Many libraries, colleges, and univer­sities have film guides or directories and operate free film loan services. Police departments and criminal justice centers are also potential sources of films. Some of the many films on criminal justice are described below.

"This Child is Rated X" which is fifty-three minutes long, done in 16mm color. It is a highly acclaimed overview of the juvenile justice system featuring interviews with children, parents, judges, probation officers, and 0 thers. "Children in Trouble" is a two-part documentary. There are two versions (twenty-nine minutes, fifty-four minute~) done in 16mm color. It probes the abuses of and recommends alternatives to the juvenile justice system. It is written and narrated by Howard James, and filmed on location in twenty-three states.

Since it is often difficult to obtain popular films, you will want to order the one you choose well in advance of the

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anticipated showing. Try to preview it; if you plan to rent or purchase a film, preview copies are often available at no charge. After previewing the film, you can prepare an intro­duction and a discussion guide to be used during the showing.

~E. A SPEAKER OR PANEL PRESENTATION

You might have a speaker or a panel of speakers react to a film from their own experiences and expertise, or you might have a speaker or panel presentation without a film. A series of meetings with speakers from the different elements of the system and/or with different points of view about crimi­nal justice, or a coordinated presentation covering the major criminal justice issues might be held. Speakers who might be invited include:

-Those working within your local criminal justice system e·e·, judges, probation officers, police, directors of detention centers.

-Those who have been through the system and were pre­viously committed to an insitution or detention facility. Your local branch of the American Civil Liberties Union (ACLU) might help you locate such speakers.

-Those who are trying or have tried to change the criminal justice system. These might be members of other citizen groups or professionals outside of but knowledgeable of the system, e.g., poverty lawyer, ACLU member, investi­gative journalist.

You will need someone to introduce the speaker(s) or panelist(s) and to handle the question and answer period follow­ing the presentations. This moderator could and probably should be one of your own group members. The moderator's role may be difficult when a panel of speakers with diverse interests and ideas are included.

The following guides will help you to plan a successful speaker or panel presentation:

1. Assign one person to invite each speaker, to escort the speaker during his visit, and to send a thank you letter afterward.

2. Before inviting a speaker, ask other groups who have heard him how they liked the speaker. Try to hear the speaker yourself before inviting him to your group meeting.

3. Make your invitations as specific as possible. Indi-cate exact date, time, place, type and purpose of meeting, size and type of audience, overall meeting program, length of time for speech and questions and answers, etc.

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4. Invite the speaker as far in advance as possible but verify the time several days before the scheduled meeting.

HAVE A GROUp DISCUSSION

To stimulate and inform your members about the criminal justice system, a discussion leader could pose questions with members writing their answers and then comparing them with some basic facts about criminal justice. - You could also provide a readine list or copies of books and periodicals to members be­fore the meeting, and then at the meeting discuss them or have different members make book presentations. These presentations could be coordinated to provide an overview of Lhe different elements and problem areas in criminal justice.

Books popular with volunteers new to the criminal justice area are listed in the Helpful Information Sources at the end of this section.

GETTING THE GROUP GOING

After inspiring and orienting the group, you will need to initiate a work plan.

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Determine the time commitment that each person can and will make.

Elect or appoint a temporary or permanent leader. The organizer of the group may be the logical choice. If the leader is much more knowledgeable than the group, he must not expect the group to blindly accept his interpretation of the problem. The group must be given time to develop their own awareness before com­mitting themselves to a specific project or level of involvement. If the members do not fee], important, the group will not be important to them.

Make specific assignments to be initiated or completed prior to the next meeting. To hold the interest of members, they must perceive the group as being action­oriented. Specific action assignments will show the meeting accomplished something and will provide the members a reason or obligation to attend the next meeting -- to report on their progress. Initial assignments might include recruiting or contacting new members, checking on the availibility of meeting space, interviewing specified officials, studying need assessment techniques and survey forms, etc.

Develop the minimum structure and rules needed to guide the group during the initial stages. You won't know what type structure is needed until you know more about your specific criminal justice involvement __

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so keep it simple at first. Besides a temporary leader, you will need a recorder/secretary to take minutes at meetings and to contact members as needed.

The process of moving from a collection of individuals to a cohesive group effectively involved in criminal justice acti­vities is not an easy or steady one. Organizing Groups: A Guide for the Organizer 1 is a short, easy-to-readmanual out­lining the stages of group development as well as how the,or­ganizer spurs the process. The stages include the followlng:

Stage 1: The Floundering Stage -- At this point there are no established ways to doing things. People are uncertain about the purpose and ability of the group and their place in it.

2.' Th C I' St The group has decided on Stage e raw lng age--a general purpose and is slowly moving in one direction.

Stage 3: The Honeymoon Stage -- Procedures are well-de­fined. The group has achieved a few small successes, and members are committed and optimistic.

Stage 4: The Fall -- The group meets its first major crisis.

Stage 5: The Walking Stage -- The group develops clearer objectives and a plan for reachIng them. It may have lost some members, but those who remain are realistic, committed, and hardworking.

Stage 6: Success -- The group achieves its major goal and receives favorable publicity.

Stage 7: The Anti-Climax -- The group is tired and isn't sure if it wants to continue its criminal justice involvement.

Stage 8: The Complacent Rut -- The group continues more for the sake of the group than for its work. Emphasis is on procedure and new membership is not encouraged.

Stage 9: The Ungrateful Stage -- The group challenges its past leaders and blames them for its faults.

Stage 10: Self-Sufficiency -- The group selects new leaders and perhaps decides on a pattern of leadership rotation. It becomes active again.

Groups do not automatically advance through these stages -­someone has to provide initial guidance.

Remember:

-Avoid establishing an organization if an existing group is actively and effectively involved in the same activity. First look around to see what is being done by other citizen groups.

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-Avoid forming a group to meet predetermined needs or interests in a specific problem area. Give the planning group an opportunity to determine what to pursue.

-Avoid serious conflicts between individuals or factions which stymie group action, because if one person or faction supports an activity, the other automatically opposes it. Help the group find and deal with the real source of the conflict. If the intragroup animosity con­tinues, you may want to encourage one or more members to withdraw from the group.

-Avoid becoming a social group where nothing controversial is discussed or approached and "bothersome" action is avoided.

-Avoid self-defeatism in which the group feels that it is imcapable of doing anything important. Defeatism is a self-fulfilling prophecy which may pose a threat after the group becomes aware of the massive problems and needs of the criminal justice system. Here it is important to emphasize the successes of other groups and to develop a plan of action with achievable steps to assure initial successes.

WHot"1 TO INCLUDE

You should include a good cross-section of the community on any type board and particularly on an advisory board. General categories for board membership would be constituents~ people with clout, and people with needed skills. Representatives might include:

-someone from the press or local media establishments; (This helps assure good external communication as these people know what makes a good story and how to get it across);

-someone with legal expertise -people from local funding sources, e.g., foundations and business organizations that contribute funds to community service projects;

-someone tied to state or national funding sources; -an accoun tan t; -members of the local criminal justice establishment, e.g., chief of police, judge, correctional workers;

-someone who has been through the criminal justice system (an ex-offender);

-members of minority groups; -community leaders from your local power structures; -elected officials from the city, county, state, and national levels;

-people from public agencies whose work relates to crimi-nal justice (schools, welfare departments, health system, etc.);

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-spouses of influential persons unable to serve - con-gressperson, senator, etc.;

-leaders in local colleges and universities; -potential clients;

-representatives from compatible volunteer groups and associat:Lons;

-someone from the various neighborhoods or geographic areas served by your program;

-someone from the council of churches or Some other re­ligious organization;

-someone representing your field workers or volunteer corps; and

-someone with methodological skills who can assist in evaluating your activities.

If you can secure and coordinate the assistance of someone from all these diverse groups, you may have a future in the State Department.

Before recruiting members, determine specifically what func­tions you want them to serve. Look at the strengths and weak­nesses of your boards of directors, an orientation and training program may be desirable. You might also invite board members to attend training programs planned for direct-service volunteers.

With large advisory boards, call very few meetings of the full board so as not to waste the time of busy members. In­stead of full meetings, calIon members individually or in small groups for advice and assistance.

When you have board meetings, prepare for them by:

-setting the meeting date far in advance and then reminding the membe rs of th e mee t ing seve ral days ahead of time;

-preparing and distributing an agenda for the meeting; ~submitting concise background material before the meeting.

~uring meetings, follow an orderly process (Robert's Rules of Order, if needed). Detailed minutes of all decisions made or postponed should be taken and distributed to members as soon after the meeting as possible for their review and approval.

Between meetings and individual contacts, keep the members informed of your activities through mailings and progress re­ports. In particular, provide feedback on how you have imple­mented decisions that they have made or advice that they have rendered.

Treat them like VIP's but work them like horses. Unless mem­bers have agreed to join the board for the sole purpose of lending their good names, make specific committee or individual task assignments to each one.

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THE BUSINESS COMMUNITY

Because of their concern for community improvement and good public relations, many businesses and their employees are will­ing to participate in volunary service activities. Large corp­orations may have a community relations or external affairs department to coordinate their public service activities. Some businesses give executives and other employees le~ves of absence to participate in community service activities, while others encourage staff to contribute some of their own time to such activities.

Businesses may contribute technical assistance on budgeting, accounting procedures, management practices, and public relations. They may donate space or provide refreshments, supplies, and other materials needed for a project, They can provide research or information on issues affecting them that are also of interest to you. And, of course, they may contribute money. When approaching members of the business community, be businesslike by having worked out cost and time estimates and other plans in advance of your meeting. Written proposals may make a favor­able impression.

GOVERNMENT AGENCIES AND OFFICIALS

Government agencies are valuable sources of information on many topics. They can provide technical specialists to help plan and evaluate the project; background information on current issues or government programs, along with other research data and information; link-up of government and neighborhood in­formation services; speakers and resource experts for meetings; and funding for certain projects. Do not hesitate to approach government agencies. Not only are they supported by your tax money, but frequently they are mandated by statute to involve citizen groups in planning and implementing programs.

LABOR UNIONS

Many unions are vigorously involved in community service activities and strongly support social welfare and reform legislation. Local or statewide unions might work with your group by providing volunteers, funds, assistance in developing coalitions to campaign or lobby for mutual concerns, information on existing neighborhood coalitions, &nd research assistance. To find out what unions exist in your community, check the. lareest employers to determine if their workers are unionized. Union membership is no longer restricted to manual laborers but includes professionals such as teachers, police, fire workers, and other government workers.

t~INORITY GROUPS

If the clientele of your proposed project or activity is composed significantly of members of ethnic minorities, it is

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imperative that you involve minority spokespersons and repre­sentatives in the planning and implementation of the project. Give special attention to the media reaching the nost target minority groups when planning public relations activities.

PROFESSIONAL ASSOCIATIONS OR SOCIETIES

Professional associations are becoming increasingly in­volved in community action. They may contribute volunteer support, space and material, information and research capa­bilities, and publicity for your programs. Examples of such professional associations include the American Association of University Women, Public Relations Society of America, Women in Communication, and the Society of Professional Journalists.

RELIGIOUS ORGANIZATIONS

Religious institutions and groups (particularly their leaders) are becoming increasingly involved in civic affairs. Churches and interdenominational coalitions may provide space and materials, volunteers, information on community problems, and dissemination of information about your project. They can also link you with other community or neighborhood networks. Local ministers and priests can be valuable intermediaries be­tween you and other groups and organizations because many people find it very difficult to refuse a request from theN.

COLLEGES AND UNIVERSITIES

Students, teachers, administrators, and staff of nearby colleges and universities are invaluable resources. If parti­cipation in your project can qualify as an educational ex­perience, students, under the supervision of their instructors, may help as part of their course work. Journalism classes can help with your public relations program; sociology, marketing, and political science classes can help with questionnaires, surveys, and monitoring governmental agencies; art or film classes can help make slide shows or other media presentations; and mathematics and statistics classes can help develop computer programs for your data analysis. The Junior League of Shreveport used an interior design class to develop designs and assist with remodeling and decorating rooms for a group home. Students may also help through extracurricular organizations such as sororities, fraternities, or student government associations. Universities and colleges can contribute research skills, volunteer support, space and materials, participation in coali­tions, technical assistance, and computer access. Many univer­sities and colleges have public service programs or departments to provide assistance to community groups. If you are unsure of whom to contact, begin with the chief administrative officer who should be able to direct you to the right people.

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SENIOR CITIZENS GROUPS

Approximately 10 percent of the nation's population is over the age of sixty-five. Either individually or in groups, re-. tired citizens can share their incomparable resource of experl­ence. Churches, local government recreation departme~ts,. apartment house managements, or other community organlzatlons frequently sponsor senior citizen groups.

YOUTH AND STUDENT GROUPS

Because of their zest and a lack of cynicism about the possibility of improving society, young people can be a valuable resource. You can recruit them through school or youth or­ganizations such as scout troops. Do not underes~imate.t~eir abilities when working with youth. Include them ln declslon making related to the activities with which they will be in­volved. Youth can be a valuable source of information on how proposed programs will be received by fellow youth and the counter-culture.

SERVICE AND CIVIC ORGANIZATIONS

Other voluntary groups can provide fund raising skills and technical assistance in marketing, public relations, management, and training; knowledge of the community and information and research assistance on community issues; development and administration of volunteer programs; and volunteer support. Examples of such groups include the League of Women Voters, Junior League, Kiwanis, Lions, Jaycees, Chamber of Commerce, Federation of Women's Clubs, National Council of Jewish Women, B'nai B'rith, etc. These groups may enter into coalitions with you or co-sponsor a project with you. Many organizations have auxiliaries which might also be involved with your work.

~EIGHBORHOOD ASSOCIATIONS

In many communities, residents in subdivisions or dis­tinguishable sections of the community have banded together into neighborhood associations to safeguard the develop~en~ and promote the welfare of their neighborhoods. Such assoclatlon~ can contribute information on the history, patterns, and feellngs of a neighborhood; assistance in identifying the needs and issues of their neighborhood; and volunteers. They may also be a good source for publicizing your activities.

NONPROFIT SERVICE ORGANIZATIONS

Nonprofit service organizations such as Help and Welfare Councils, United Way Agencies, YWCAs, and YMCAs are vitally involved in activities to improve their communities and assist residents. They may contribute access to potential clients or users of your program, linkage between services and information networks, help in disseminating information, cooperation on research and surveys, and information on human service problems.

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MEDIA

The media are discussed in detail in another section on public relations. In brief, they may contribute information on the community, people, and issues; assistance in establish­ing community dialogue; publicity for your activities; and efforts to rally public support.

LEGISLATORS AND ELECTED OFFICIALS

Elected officials are an important source of information and an important tie into the local power structure. They may contribute information on upcoming or pending legislation, assistance in obtaining information on programs or grant monies available to the community, staff assistance in identi­fying the issues, and intervention in your behalf when re­questing assistance or applying for funds from governmental programs.

CLI ENT GROUPS

Through communicating with potential beneficiaries or clients, you may learn how they see themselves and their problems, and what services and changes they feel are most needed for them to re-enter the main stream.

HOW TO RECRUIT

After you have identified the types of members you want, prepare a list of potential members. For initial ideas you may identify board members from similar organizations. Review initial lists with members and friends for their ideas on those listed and suggestions of others to consider.

Consult with prospective members individually to ascertain their interest before asking them to serve. Explain your program and ask for their suggestions. A brief write-up of your proposed program can be of assistance to you and other "investigators." Screen out those whom you feel would block your efforts to bring about change. Also avoid selecting persons who are known to be controversial or are so identified with a particular cause that they will be biased or will alienate the community - unless, of course, you think you need someone with that point of view or believe that to put them on the board is the best way to get their cooperation.

After you have made an assessment of potential members, in­vite those whom you want to serve on the board. When appro­priate, ask a friend or ally acquainted with the person to issue the invitation. Otherwise, personally invite them and follow-up with a letter. Be sure to explain to proposed members what you expect of them - length of term, the role you want them

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to play, and expected time commitment. They will also want to know who else will be serving on the board. If you align the super-influentials first, there will be less trouble getting participation from the semi-influentials.

It is best not to recruit board members until you have a good idea of what you are doing since until then you won't know what you want the board to do and who can best do it.

HELPFUL INFORMATION SOURCES

Brownmiller, Susan. Azain~t Our Will. New York: Simon and Schuster; 1975. Burkhart, K.W. Women in Prison. Garden City, N.J.: Doubleday, 1973. Clark, ,Ramsey. Crime in America: Observations on It's Nature, Causes, Pre.~

ventlon and Control. New York: Simon and Schuster, 1970.-­Dewolf, L. Harold. What Americans Should Do About Crime. New York: Harper

and Row, 1976. Dodge, Calvert. National Without Prisons. Lexington, Massachusetts: Lexington

Books, 1975. Forer, Lois. No One Will Listen. New York: John Day, 1970. James, Howard. Children in Trouble. New York: David McKay and Co., 1969. Menninger, Karl. The Crime of Punishment. New York: Simon and Schuster. Richette, Lisa Averea. The Throwaway Children. Philadelphia: Limincott, 1969. Tunley, Roul. Kids, Crime, and Chaos: A World Report on Juvenile Delinquency.

New York: Harper and Row, 1962. Wilson, James Q. Thinking About Crime. New York: Basic Books, Inc., 1975.

I~OTES

1. Available from the Community Action Training Institute, 128 tv. Stage St., Trenton, N.J. 08608, Phone (609) 393-2746).

Used with permission of the Association of Junior Leagues, Inc.

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NAME:

ADDRESS:

CITIZEN ADVISORY COUNCIL MEMBER INFORMATION

TELEPHONE:

ZIP CODE : ___ _ DATE APPOINTED: ___ ~ __ __

EDUCATION:

EMPLOYMENT:

MEMBERSHIP IN ASSOCIATIONS, SERVICE CLUBS, SOCIAL CLUBS: offices held and committees served on)

POLITICAL OFFICES HELD:

CIVIC APPOINTMENTS HELD:

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REFERRED BY:

RECRUITED TO THE BOARD BY:

HOBBIES AND SPECIAL INTERESTS:

For publicity purposes, please send a photograph.

(Include offices held

Please return to:

Adapted from material provided by the Institute for Voluntary Organizations

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PUBLIC RELATIONS

TOOLS J METHODS J AND APPROACHES

One of the most important public relations v/I.'apons is a well-informed membership and a properly involved volunteer corps. Your members and volunteers represent the community. If they are involved in making decisions and are offere~ meaningful work, they will become ambassador~ of,good,W1ll for the program. Their word-of-mouth communlcatlon wlth , family, friends, colleagues, and neighbors can be most effect1ve. If they dislike their association with the program, they are likely to let others know that as well. Volunteer~ may als~ relate their experiences through letters to the edltor, art~­cles in various types of newsletters, and in any other publlC presentations they make.

There are people in every community with so~e combi~a­tion of interest, experience, and training in publlC relatlo~s. Rather than attempting to master the art and science of publIC relations yourself, recruit volunteers to plan and largely carry out your publicity program. They maY,be,i~cluded on an advisory board or committee, or used as lndlvldual pro-ject consultants. They are not difficult to find:

-Check with business executives (particularly those on your board) to see if their companies' public relations departments or staff will help.

-If there is a nearby college, talk with the faculty of public relations, advertising, and mass communication classes in journalism. The faculty or students may either help as indivi­duals or take on your entire public relations program as a class project.

-The public relations workers of other voluntary associations - United Fund. Junior League, etc. _ may give you a hand and suggest others who will help.

If you establish a public relations committee, i~clude at least one person who is very familiar and involved wlth your programmatic activities. It is essential to be clear as to what you want to "sell" - information, public concern, ,need for assistance, or simply recognition of past accomplIshments. T~ interpret your goals and activities effectively to the communIty, your public relations committee must fu~ly understand th~m. A thorough initial and ongoing orientat10n to your work 1S essential. You may also want to establish guidelines on the clearance of publicity statements or activities before they are activiated.

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Honesty must be a basic creed for your public relations program. It does no good to mislead the public, for you are sure to be caught. Members of the media are much more likely to support and help you if they feel that you are being honest with them.

A few basic guides or tools for planning and conducting a pUblic relations program are:

-Develop background files or folders on your organi­zation and project. Include a summary of your mission, goals, and objectives; the name and phone number of a contact person; and possibly a list of your members, their addresses, and phone numbers. Members of the media can use this information for orientation and as part of the background for any feature stories done on your project.

-A brochure or Simply a mimeographed flyer d~scribing your program can be very useful When making contacLS and building support. It helps to have something to give people when you are first introducing yourself and the project to them.

-Keep a scrapbook of releases and publicity on the project, including newspaper clippings and your OWn notes of radio and television publicity and any other media used. Besides future nostalgia, having ready references to past publicity can help you to avoid monotony in your ongoing public relations program.

-Time your publicity campaign to meet your needs _ for added volunteers, funds, etc. You must anticipate needs, which may be seasonal or in terms of a pro­gression, far enough in advance to prepare a good public relations campaign. A detailed schedule in your action plan can be an invaluable aid with your public relations program.

-Relate your program and pUblic relations activities to scheduled community events. If there is a conference on criminal justice or volunteers, get on the agenda. If there is a fair, set up a booth. If a notable official is appearing locally, try to get him to address your group or to provide an endorsement. The more you can tie into the interests and activities of other groups, the better.

-Alert members and supporters When you expect press coverage or other public relations events so they can be part of the audience. Your workers rightly want to be in the know and not learn about their own organi­z a t i 0 it fro m sec 0 n d - han d sou r c e s • A d vis e the m 0 f n e ~oJ s _ worthy activities before they are publicized.

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-Send cl ip pings an d summa r ie s a father pub 1 ic ''''re la-­tinns activities to the people mentioned in them. Seeing that their activities are attracting attention can ~e inspirational.

-Don't take credit for everything you do. Giving credit to others (even those who don't deserve it) will help to get them on your team. The important people will probably already know who actually has done what.

-Always thank the media for their coverage of your project's activities. Sending copies of thank~you letters to the person's supervisor can enhance future media relations. You might write a thank-you letter for publication in the "Letters to the Editors" column.

In the following pages three types of formal public re­lations will be discussed: direct appeals, indirect appeals, and special appeals.

DIRECT APPEALS

Direct or person-to-person appeals are the most effective public relations approach. They supply the personal touch, to which most of us respond. The most important characteristic of direct appeals is that they can be geared specifically to the listener, providing an opportunity for asking and answering questions. Direct appeals may be made to both individuals and groups.

Any time you can identify particular persons or groups whose support is valuable, you should contact them directly and not rely on reaching them through mass media appeals. The superiority of direct appeals in recruiting volunteers, securing funds and materials, and obtaining information and support from others is well documented.

Members and volunteers who make direct appeals for you must know the specifics of your program: the range of services offered, background information on client groups, specific volunteer opportunities, procedures for orienting, training, evaluating volunteers, etc. It also helps if they know something about the people they are recruiting or if they have the same background or makeup.

It is imperative to know something about the makeup of the group when planning your presentation because what appeals to one group can turn off another one. An opportunity for questions and answers is usually appropriate. Enhance group presentations by including a client on the program, a panel of volunteer workers, slides or film strips, and/or handouts or brochures.

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Distribute sign-up sheets or application forms after the presentation. You should promptly contact (either by phone, letter, or a personal visit) those who indicate an interest in working with you.

The following are situations where you might make direct appeals to groups:

-meetings of the city councilor county commissioners; -meetings and conferences sponsored by your group; -employee meetings of governmental agencies, business corporations, and industries;

-labor union meetings; -coffee hours or informal socials held in the homes

of active volunteers; -neighborhood association meetings; and -PTA meetings .

Many groups have developed speakers bureaus to make group appeals on a systematic basis. A speakers bureau may either be used as part of your public relations program, or it can be your criminal justice project if your purpose is to inform the community on the criminal justice system or to re­cruit volunteers for placement in other programs.

INDIRECT APPEALS

Indirect appeals are those public relations or publicity techniques which are typically based on the one-way communica-tion provided by various media. Sources include newspapers, radio, television, newsletters, other printed materials, mailings, bill­boards, posters, bulletin boards, slides, and audio-visual materials. Thb _ivantage of indirect appeals is that you can preseut your message quickly to many people. This is not to say, however, that you are necessarily "reaching" more people, as many people respond only to direct appeals. Yet, successful political candidates, merchants, and other businesses depend heavily on indirect appeals for promotion of their products.

IHE MASS MEDIA

A first step in planning an indirect appeals program in the mass media is to get the cooperation of editors, reporters, broadcasters, local newspapers, and radio and television sta­tions thrcugh personal contacts. Make direct appeals to the gate­keepers for indirect appeals. Most leaders in the mass media are anxious to promote public service programs, and the Federal Communication Commission requires the broadcast media to devote a percentage of their time to public service programming. People banding together voluntarily to try to improve their criminal justice system, which is in itself the cause of so much bad news,

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is good news and may appeal to the media. Communicate your philo­sophy by explaining your program and how you are trying to improve tbe community. Be open about the barriers to your work and the frustrations you have encountered in developing support for this worthwhile endeavor.

Call the media representatives and make appointments to discuss your project before you are r ady for publicity. You might invite them to a meeting or out for a cup of coffee. Give them a copy of your background folder. If you have a brochure or any good printed material, include that in the fOlder.

Media people are very busy. Therefore, make a very brief visit with a concise, well-prepared presentation. With large dailies, you may not be able to see the editors; in this case make your presentation over the phone and follow up with a letter. For the larger papers, don't restrict your dealings to one,per~on, but get to know the city editor or managing e~itor, the e~ltorlal page editor, and reporters on the beat. Knowl~g, t~e publlsher or top station executives might help you make lnltlal ~onta~t with the reporters and editors. However, once a relatlonshlp is established with a reporter or editor, going over his head to get a story in or keep one out will likely hurt your future contacts with the media.

When meeting with media representatives, ask what you can do to insure the best coverage of your project. Indicate your willingness to cooperate with their procedures. Yo~ might even, ask Some of the media people to assist you in plannlng the publlc relations program for the project or to serve on an advisory board or committee.

Compile a list of media, writers, and broadcasters in your community. The list should include names, addresses, and phone numbers of key reporters, broadcaste~s~ and ed~tors fer each of rhe newspapers and radio and televlslon statlons serv­ing your community. As you meet with representatives of t~ese media make notations about their receptivity and any speclal instr~ctions that they give you. Many companies and large organizations maintain such media contact lists, and they may share these with you. Your local chapter of the Public Relations Society of America may also have such a listing. Depending on how extensively you utilize the mass media, update your contact list every three to six months.

NEWSPAPERS

The daily papers are important media Sources reaching large numbers of people. There are other pape~s, howeve~, with more focused audiences, and these may be very lmportant In your attempts to reach specific groups. These special publica­tions are smaller and thus more closely geared to the reader's interests. They may also be easier to use than the larger media

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outlets since smaller papers are usually hungry for news of interest. Such publications include the following:

-Weekly newspapers which depend more on local news than national or international news. They typically consider themselves an integral part of the local community and depend on hometown folks to provide the bUlk of the news they publish. Since they are smaller and more manageable, many people who only skim the dailies read these from cover to Cover.

-Employee publications which are put out by major industries, universities, governmental agencies, and other organizations for employees and their families. With those, you can peg your publicity to the interests of the particular groups covered.

-Neighborhood newspapers which are of particular signi­ficance when trying to reach or mobilize the resi­dents in particular areas.

-Ethnic newspapers which can be a big bonus when you are trying to involve minority groups.

-College and high school newspapers which can help in your bid for students, faculty, and staff.

-Throwaway shopper news which are provided free by participating merchants. Distributed at rel:ail out­lets, through, the mail, or delivered door to door, these papers frequently include television guides, community calendars, and news columns of interest to the average shopper in addition to advertisements.

-Local magazines which may ca~ry feature stories of your project.

Your coverage in newspapers may be in the form of press or news releases, feature stories, editorials, special columns, letters to the editor, advertisements, or Sunday section specials.

Editorials are considered by many to be the most influential section of the newspaper. Don't be bashful; ask the editor for editorial SUpport. An editorial would typically follow, not precede, other forms of publicity in the paper. Submitting a news release may be a good occasion to suggest an editorial. You might send the editor a copy of the release along with a cover letter explaining why you feel an editorial would be appro­priate. You might even include an outline of what could be covered in the editorial, but since editorials are the editors' pride and joy, expect that they will want to write their own. The editor may decline giving editorial support, but offer you the oppor­tunity for an op-ed column which a member of your org~nization or a friend having a way with Words can write.

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Letters to the Editor can be used to solicit support, explain your program, and to thank the paper and/or public for past support.

Domen's a es (feature/homeliving/societY/decorating/etc. sections) have in the past been the primary source of news on voluntary and club activities. At one point, most volunteers were white, middle-class women, and it was assumed that their activities were only of interest to other white, middle-class women who read the women's pages. Today all types of people are VOlunteers, and all types of people read women's pages. Although many volunteer-activists urge volunteers to get coverage of their activities off the women's pages and into the news pages, for Some purposes the women's pages may be quite appropriate.

The decision of where your news will be placed is the managing editor's. You can greatly influence this decision by sending your news releases or suggested stories to the editors (advertising, city, editorial, women's, sports) of the sections you consider most appropriate for any particular story. You will want to utilize different sections for different stories.

Advertising in newspapers can be effective. You may purchase advertisement space in the regular sections or in the classi­fieds. The National Center for VOluntary Action l reports that department stores, banks, and other businesses and organizations are frequently willing to gear their ads to volunteer themes. For example, a bank in Birmingham, Alabama, turned its adver­tising budget for one year over to the "Volunteer for Birmingham" theme, resulting in good publicity for the bank and the city's VOluntary organizations. In other areas, local businesses have financed entire supplements on volunteerism.

News or Press Releases may be prepared by your organization and submitted to the appropriate editors or broadcasting managers. Some Simple guidelines for preparing releases are:

1. The "lead" of the story should include the who, what, when, where, why, and, if Possible, the hO~\T--;;Y t~ ~y in the first two or three sentence~ Cover the details with each successive paragraph being of lesser importance. Forget about what the people

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Use short words, short sentences, and short paragraphs.

Be brief. The maximum coverage that an editor will give to one story is about one or two double-spaced, typewritten pages. One double-spaced page equals about six inches of newspaper column. Omit most adjectives and unnecessary words like "the," "a," and "an." If you can't adequately cover a story in one to two pages, perhaps you should prepare two or more releases.

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Type the release on regular 8~ x 11 inch white paper, double spaced, leaving l~ inch margins on each side and a 3~ inch margin at the top of the first page.

Never submit carbons, but photocopies may be used.

Include your organizations's name and your contact person's name, address and phone number in the upper left-hand corner of each page.

Type the release date, followed by the date the release is being mailed or delivered, in the upper right hand corner of each page. Put either "For Immediate Release" or "Release After (time/date)". Releases to be held by the editor for some time are more likely to get buried; therefore, it is definitely perferable to use "For Immediate Release" whenever possible. Hany publi­cists date releases two or more days after the day it is being mailed to make up for time lost in the mail and in getting to the editor's desk.

Before submitting a release, carefully proofread factual, typographical, and grammatical errors. ask yourself - and possibly others - if it would interesting and make sense to someone not already involved with the project.

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If all's well, mail the release to the appropriate people. If possible, deliver it yourself.

Many newspapers have style sheets explaining how to prepare news releases. If you are not comfortable preparing a news re­lease, you may prepare a simple fact outline for the editor or other staff to use in writing a release. The newspaper may have guides for fact outlines; essentially they are prepared with five marginal headings: who, what, when, where and why.

When your fact outlines or releases are used, study how the media changed them so you can improve your future releases (or at least more closely approximate how the media want them).

What's newsworthy largely depends on the news outlet you plan to use and their clientele. A feature story in one paper may be more appropriate as a capsule in another. Some news items might be: initiation of your project; initiation and completion of the major stages of the project, for example, a community survey, institutional tours; outstanding speakers; resolutions on matters of public interest; unusual actions at meetings; benefits that require public support; various drives; member participation in local, state, or national conferences and

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events; reports issued; appointment of advisory b~ard. S~me community calendar columns will even publish routlne meetlngs of your group or committees.

If you have difficulty deciding which news department of the larger outlets would be interested in your story, send the same release or story to several departments. Frequently,you may want to send the same release to different outlets. :n elthe~ case, always list at the top of the release who else wlll recelve a copy.

Some additional tips for good media relations are:

-All media have deadlines for receiving releases and covering events. Find out what they are and stick to them. Don't ask for special treatment.

-The media may make mistakes in their coverage of your news. Avoid rebuttal letters and demands for an apology. Don't alienate editors over minor mistakes. Save your complaints for very serious, factual errors.

-Have one contact or spokesperson for the media who can make short-notice statements and decisions without going through a hierarchial maze.

-Don't call press conferences for mundane announcements or meetings. When you do call a press conference, pre­pare a statement ahead of time to give the press.

~Photographs can be very effective with news articles: Check with the individual newspapers to see what thelr practices are. Some papers will provide the photo- , grapher, and ~thers will require you to supply the prlnts. If you are to supply the photog~aphs, ca~ef~lly follow the newspaper's directions on Slze, captlonlng, etc.

RAD I 0 AND TE.L._EV.l~LON

The guidelines suggested for working with newspapers generally apply to radio and television programming as well. AI~ays

send copies of every news release or story on your proJect to local television and radio station managers. The broadcast media are more oriented to the telephone than others, so call to make your initial introductions.

While television and radio stations are required by the Federal Communications Commission (FCC) to devote part of their broadcast­ing time to the public service annou~cem~nts of voluntary and civic groups, competition for such tlme lS keen.

Before contacting a station, study its programs that may appropriate for your use. Local newscasts provide the most frequent opportunities for coverage. Others might include:

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public service spots, - talk shows, and panel or group discussions, - call-in programs, - special interest programs, - live or recorded interviews, - music programs laced with local news, and - community bulletin or town-crier format shows.

See if you and some of your public relations advisors can brainstorm some ideas of how to put your message across on some of these shows. You might think about:

- getting well-known local personalities (Singers, athletes) to make presentations to attract teenagers,

- having clients make an appeal, - asking popular disc jockeys to work your message into

their program, and - developing a radio "jingle" to popularize your project.

Ask local media and public relations professionals to advise you. Then develop contacts with local broadcasting personnel. The program director and news director normally coordinate public service time. You might also contact the interviewers, hosts, or producers of specific shows. For television programs, these people typically receive credits at the end of the show. Write down their names for future reference.

Commentators, announcers, disc jockeys, and entertainers sometimes "adopt" public service projects. If you can get a popular bordcaster to work with your poject, he may be able to stir local enthusiasm as well as protect your interests by seeing that you get a share of public service time. These poeple could be appointed to advisory boards or committees.

MAILINGS AND HANDOUTS

Various types of printed materials may be prepared and used to recruit volunteers, educate and inform the public, keep members informed of various activities (particularly if you have a large group working in many different directions), re­port your findings and recommendations, and seek contributions.

Newsletters or bulletins can serve many purposes. They can be a vehicle for meeting notices, background information, and recognition of volunteer services. They may be distributed to members, other volunteers, board members, business and govern­ment officials, and newspaper, television, and radio representa­tives. A very short newsletter published monthly or bimonthly is better than a long one every three or four months.

Brochures tell what your organization is about -- what pro­jects you sponsor, how the projects operate, and how to contact you. Brochures are useful for recruitment and for providing a concise overview of the project to prospective supporters, members of the-media, and others. A brochure might be prepared in a manner to recruit potential clients.

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Other - special mailings or letters, leaflets, flyers, book­marks, pamphlets, and various types of reports may serve a use­ful purpose for your project.

You may distribute any of the printed materials discussed as handouts or by direct mail. Most printed material should include an application blank for the readers to complete and return to you for more information on the project or to offer their services. Follow up such returns promptly.

Mailings can bring in impressive returns. For example, the Junior League of Shreveport, Louisiana, raised $3,000 from the first mailing of a short pamphlet describing Rutherford House, a residential treatment facility for juvenile girls.

For maximum effectiveness, mailings should be personalized. If you cannot prepare individual letters, at least hand sign each one, and for key people write a short note at the bottom of the page. You may want to have personalized stationary printed with a logo and list of your officers or advisory board.

With the high costs of paper and postage, it is essential that you carefully plan and coordinate all mass mailings.

BILLBOARDSI POSTERSI AND EXHIBITS

Billboards. Outdoor advertising can be effective for re­cruiting certain types of volunteers or clients. For example, the Junior League of El Paso has concluded that billboards situated at the El Paso/Juarez border are a most effective recruitment device for Chicanos.

Billboards should convey one idea, using few words, large lettering, and striking color. They should be strategically located in terms of traffic flow and neighborhoods where recruitment is particularly desired. The Outdoor Advertising Association of America, Inc. (OAAA, Inc.) contributes poster space across the United States for national voluntary organi­zations to publicize their national projects. Local groups may obtain local space by contacting the Outdoor Advertising Company serving their area. You would be required to purchase the paper. For further information, write OAAA, Inc., 485 Lexington Avenue, New York, N.Y., 10017 (212-986-5420).

Posters. You can prepare posters inexpensively in almost any size, shape, or form to announce meetings or special events, and to remind the public of your viewpoint, slogan, or organiza­tion. The peers of the groups you are trying to attract could word the posters - possibly in foreign languages.

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Bulletin Boards. Posters may be placed on bulletin boards in various public locations. In addition, you may set up attractive bulletin board displays with information and material on your project in churches, laundromats, libraries, super­markets, convenience markets, etc. These displays could include detachable post cards or tear-off telephone numbers for in­terested persons to use in contacting you. Volunteers, parti­cularly young persons, could update such bulletin boards on a weekly or biweekly basis.

SPECIAL APPEALS

A special appeal is a dramatized attempt to promote your project or volunteers, and should be related to an important occasion or purpose. For example, you could plan a special event to introduce the project, to initiate a fund or volunteer drive, to hold a testimonial dinner thanking volunteers and s1lpporters, or to report on the completion of the project or one of its major stages. Other examples of special events are:

- anniversary and annual events, - annual meetings and dinners, - building dedications and ground-breaking ceremonies,

citation awards and testimonial dinners , - convocations prior to capital campaigns, - open house tours, - campaign opening events, - award dinners, - charity balls, - fashion shows, - exhibits, - bazaars, - volunteer fairs, - theater benefits,

proclamations, - telethons, - ~l7alka thons, - polls, and - recruitment booths.

Exhibits and fairs can be very effective special events. An exhibit may be used to visually display your project, volunteer opportunities, or a particular message. It may be portab~e and can be displayed at meetings, fairs, conventions, communlty centers, schools, and a variety of other events and places.

You might plan a fair and encourage other community and governmental organizations working in your field to display exhibits related to a particular theme such as volunteer opportunities, services available for juveniles, the criminal justice process, etc. Such fairs may illustrate a problem and

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suggest solutions, or inform the community of the work and resources of the participating agencies.

An effective public relations program is ongoing. Although publicity for special events can be more creative and flashy, it will still consist of the various direct and indirect appeals discussed in the preceding sections. If you plan a special event, be sure to plan appropriate publicity for it. You may want to schedule your special events to insure press coverage. You should check with your media contacts to find out what days of the week are best for them - frequently Sunday is the best day.

HELPFUL INFORMATION SOURCES

Adams, Alexander B. Apollo Handbook of Practical Public Relations. New York: Apollo Editions, 1970. This book covers all aspects of public relations including working with

the different communications media and using direct mail, brochures, and speech making. It suggests potential sources of help, describes various types of reproduction and their appropriateness for different purposes, etc. 326 pages, available for $2.95 from: Apollo Editions, 666 Fifth Avenue, New York, N.Y., 10019.

Bloomenthal, Howard. Promoting Your Cause. New York: Funk and Wagnalls, 1974. This book describes how to set forth your objectives, determine who your

audience is and how they perceive themselves, plan a campaign, provide motivation, use committees and meetings, and reach the mass media. 248 pages, available for $3.50 from: Funk and Wagnalls, 666 Fifth Avenue, NevI York, N • Y ., 10019.

Jackson, Kate W. Telling Your Story. Washington, D.C.: National Center for Voluntary Action, 1976.

This booklet provides a general introductjon to communications and public relations for local, nonprofit voluntary organizations. Includes a descrip­tion of the forms and uses of tools in print, broadcast, and audiovisual communications along with a "PR checklist" and "The Mechanics of a Press Conference." 22 pages, available free from: National Center for Voluntary Action, 1785 Massachusetts Avenue, N.W., Washington, D.C., 20036.

Leibert, E.R., and Sheldon, B.E. Handbook fo Special Events for Non-Profit Organizations. Washington, D.C.: Taft Products, Inc., 1974. This book provides detailed descriptions, step-by-step procedures, and

checklists for all types of special events. Actual case studies and experience reports of over 100 events conducted by local and national organizations are presented. 224 pages available for $12.95 from Taft Products, Inc., 1000 Vermont Avenue, N.W., t-Jashington, D.C., 20005.

Sperry and Huntchinson, Co. Publicity Handbook: A Guide for Publicity Chairmen. Fort Worth, Texas: Sperry and Hutchinson, Co., 1964.

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A basic handbook presenting the steps to good publicity, how to prepare stories how to work with the media according to your needs, and a descrip­tion of ' other new outlets, e.g., handbills, mailing inserts, posters, etc. 24 pages available for 25¢ from: the Sperry and Hutchinson, Co., Consumer Services Division, Box 935, Forth Worth, Texas, 76010.

NOTES

1. National Center for Voluntary Action, "Telling Your Story: Ideas for Local Publicity" (Washington, D.C.: NCVA, 1976 pamphlet).

Used with permission of the Association of Junior Leagues.

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Juvenile Court Citizens Advisory Council

MAUREEN BURDEN President

MICHAEL MADSEN Vice-President

ROBERT TILMANN Secretary - Treasurer

FOR BERRIEN COUNTY COURTHOUSE. ST. JOSEPH. MICHIGAN 49085

REVIEW OF 1980 Ac'rIVITIES

INTRODUCTION

The year 1980 will go down in the books as a year of

continued growth for the Juvenile Court Citizens Advisory

council. It was also the year that the council suffered its

greatest loss wi th the untimely death of J"udge Ronald H. Lange.

As well as being one of the founders of the Citizens Advisory

council, JUdge Lange was known as a true leader in advocating

citizen participation in the Courts.

This review is a summary of the activities of the council

during the year. It's purpose is twofold: (1) to reflect on

the activities and goals of the council for the purposes of

measuring its effectiveness as an organization and (2) to assist

council members in charting the future course of the Council.

The court extends to all the council members, its deepest

appreciation for your time and talent.

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CLIENT SURVEY

The council completed the work on the client survey at

the beginning of 1980. The purpose of the survey was to

determine if the court was helping its clients from the

client's point of view. In a sample survey of clients, the

council had an 11.4% response to its questionnaires. While

the return was small, the results were positive. It was felt

that in the future, there would be better results if active

cases were contacted and personal interviews were conducted.

MEETING WITH SCHOOL SUPERINTENDENTS

Duri!lg 1980, council members and the Director of Court

Services had meetings with seven of the fourteen superintendents

in Berrien County schools. These annual meetings have been

found to be very productive in identifying problems and

strengthening programs. The Council this year strongly

advocated the development of in-school suspension programs for

all Berrien county schools.

In the coming year, more emphasis needs to be placed on

reaching the goal of meeting with all the school superintendents.

LEGISLATIVE ACTION

H.B. 4774, the Revised JUvenile Code Bill received the

backing of the council. The council sent its position papers

to all members of the House of Representatives and members of

the Senate JUdiciary committee.

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In other legislative areas, the council studied H.B. 5566

which would require school discipline codes in all districts.

The council took no position on this bill, but generally felt

it was of little value.

SEXUAL ASSAqIJT SERVICES

The Council has been a strong supporter of the sexual

Assault Services unit provided by Riverwood community Mental

Health Clinic. This is a vital service to the community and its

continued funding has and will continue to be a top priority

of the council.

since many victims of sexual assault are children, the

council believes it has a responsibility to go on record in

backing these types of programs.

COURT HEARINGS

About one-third of the council l,lembers observed court

hearings throughout the year. The purpose of this is to learn

court procedures and to see, firsthand, how the Court functions

and the types of problems it must address with its clients.

More emphasis needs to be placed on this type of activity

by all the Council members. Those that have attended found

it useful.

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STATEWIDE MEETING

After nearly two years of planning, a statewide meeting

on how to organize a citizens advisory council will take place

on December 3 and 4, 1980 in Lansing.

The Council is a prime sponsor of this meeting along with

the Advisory Co~nittee on Juvenile JUstice, the Office of

Criminal JUstice and Children's charter.

The Council raised $1,100 toward the cost of the meeting.

This has to be considered one of the most important roles the

Council has ever played.

EDUCATIONAL PROG~ COMMITTEE

This committee of the council reviewed the educational

program at the JUvenile center, interviewed educational staff

at the center and reported its results back to the Council.

Their findings indicated that the educational program at

the center is doing a very good job in helping center residents

and commended the Intermediate school District for a job well

done.

ADRIAN TOUR

council members learned about the importance of citizen

participation in the court process from Charles Davoli, Director

of the Office of criminal Justice. Mr. Davoli praised the

council for their efforts and challenged the Council to be more

active in the coming years.

-101-

In october, the Council had the opportunity to discuss

services for the female offender with Ms. Joyce Carmichael,

the coordinator for volunteer services at Adrian Training

school. Ms. carmichael's remarks were well received by the

council.

PUBLIC INFORMATION

The Council's work was featured in an article in the

Michigan Police Chiefs newsletter in July of 1980. The title

of t.he article was "Berrien CountY-A Leader in Citizen

Involvement in Juvenile Justice."

Council members also assisted the Court staff in May of

1980 by operating a booth at Orchard Mall during Law Enforce-

ment Days. Through this effort contact was made with several

hundred citizens who wanted to learn more about the juvenile

justice system.

MONITORING COURT PROGRAMS

The Council heard from staff about the operation of Court

programs throughout the year. Through this effort, input into

needed changes can be made and support for Court programs

received. It also provided the opportunity for line staff to

have direct contact with the Council.

-102-

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NEW ACTIVITIES

As 1980 comes to .a close, the Council has begun two new

activities.

The first is the establishment of a long range planning

co~~ittee. This committee will work with the Court to

develop plans for juvenile services for the next twenty years.

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The second is the Council participation in the restitution

committee. It is the Court's plan to develop a sound

restitution program in the coming year.

CLOSING

As one can see, it has been a busy year for the Council.

The future is bright and the Court is blessed to have the help

of such a,dedicated group of people helping us to make a

better life for the child:r·en that come our way.

###

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VOLUNTARY BOARD OF DIRECTORS - BIBLIOGRAPHY

BOOKS AND PAMPHLETS

Church, David M. Har,; to Succeed with Volunteers. New York: National Public Relations Council of Health & Welfare Services, Inc., 1962.

Conrad, William R., and Glenn, William E. THE EFFECTIVE VOLUNTARY BOARD OF DIRECTORS - What It Is and How It Works. Chicago: The Swallow Press, Inc., 1976.

Dapper, Gloria, and Cart,er, Barbara. A Guide for School Board Members. Chicago: Follett Pcblishing Company, 1966.

Drucker, Peter F. The Pra~tice of Management. New York: Harper & Row, 1954.

Gardner, John W. New York:

Self-Reneual: The Individual and the Innovative Society. Harper & Row" 1964.

Excellence. New York: Harper & Row, 1961.

Greenleaf, Robert K. The Institution as Servant. Cambridge, Massachusetts: Center for Applied Studies, 1972.

The Servant as Leader. Cambridge, Massachusetts: Center for Applied Studies, ~970.

Trustees as Eervants. Cambridge, Massachusetts: Center for Applied Studies, 1975.

Hanson, Pauline L., and Marmaduke, Carolyn T. THE BOARD MEMBER - Decision Maker; For the Nonprofit Corporation. Sacramento, California: Han/Mar Publications, 1972.

Hasenfeld, Yeheskel, and English, Richard A. Human Service Organizations. The University of Michigan Press, 1974.

Herron, Orley R. The Role of the Trustee. Scranton, Pennsylvania: International Textbook Company, 1969.

Houle, Cyril O. The Effective Board. New York: Association Press, 1960.

Koontz, Harold. The Board of Directors and Effective Management. New York: McGraw-Hill, 1967.

Lauenstein, Milton C. Harvard Business Review (From the Boardroom)3 "Preserving the Impotence of the Board." July-August, 1977.

Lindeman, Edward. The Community: Leadership and Organization.

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An Introduction to the Study of Community New York: Association Press, 1921.

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Louden, J. Keith. liThe Board Audit. 1I A reprint from DIRECTORS & BOARDS3 "The Journal of Corporate Action." McLean, Virginia: Information for Industry, Inc., Winter 1977.

Mueller, Robert K. BOARD LIFE - Realities of Being a Corporate Director. New York: AMACOM, 1974.

Naylor, Harriet H. Volunteers Today. Dryden Associates, 1973.

f Pifer, Alan. liThe Jeopardy of Private Institutions. 1I Annual Report for 1970/ The report of the president. New York: Carnegie Corp.

I Rogers, B. Pendleton. A NEED FULFILLED - A History of the Experience of the I' Federation of Protestant Welfare Agencies in Conducting Board Members'

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Institutes in the City of New York Since 1943. New York: Federation of Protestant Welfare Agencies Inc., 1975.

Root, Nancy D. liThe Volunteer Board as 'Community"'. of Social Services, Boulder, Colorado.

Boulder County Department

Schindler-Rainman, Eva, and Lippitt, Ronald. The Volunteer Community: Creative

I Use of Human Resources. Fairfax, Virginia: NTL/Learning Resources Corp., 1975.

Sorenson, Ray. How to Be a Board or Committee Member. New York: Association Press, 1962.

f , Sprafkin, Benjamin. How To Become a More Effective Board Member. Social Life Series, Richmond School of Social Work, Virginia Commonwealth UniverSity, March-April, 1968.

Trecker, Harleigh B. Citizen Boards at Work. New York: Association Press, 1970.

I-­ Social Work Administration. New York: Association Press? 1971.

I Weber, Joseph. Managing the Board of Directors. New York: The Greater New

York Fund, Inc., 1975.

Wilcox, Karen, and Loeser, Herta. Alliance For Volunteerism Task Force on i Women and Citizen Participation; Special Project - WOMEN ON GOVERNING t BOARDS OF NON-PROFIT ORGANIZATIONS. Boston, Massachusetts: Civic Center

and Clearing House, Inc., September 24,1976. . 1

, A Blueprint for Board Members. Omaha: United Community Services, 1958.

The Board Member of a Social Agency. New York: Child Welfare League of America, Inc., 1957.

Fund Raising - A Crucial Role for Board Members: Report on a Board Institute - WednesdaY3 May 2.53 1974. New York: Woodhaven Press Associates N.Y.

A Guide for Board Members of Voluntary Family Service Agencie$. Family Service Association of America, 1975.

New York:

How To Be an Effective Board Member. New York: Scholarship, Education and Defense Fund for Racial Equality, 1973.

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~NUAL OF ADVISORY ORGANIZATIONS - Advisory Board. The Salvation Army, 1975.

ON BEING BOARD - How Not to be Dead Wood. Denver, Colorado: Rocky Mountain Planned Parenthood Publications, 1973.

Recruiting Business Executives for the Boards of Directors of Non-Profit Organizations. New York: Volunteer Urban Consulting Group, Inc.

RESPONSIBILITY FOR COMMUNITY CHANGE - New Faces and New Hats for Boards of Directors. New York: National Federation of Settlements and Neighborhood Centers.

The Volunteer Board Member in Philanthropy - flome of' His ResponsibiUt-ies .. Achievements and Special Problems. New York: National Information Bureau, Inc., 1968.

PUBLICATIONS

The American School Board Journal. Published by the National School Board Association, 1055 Thomas Jefferson Street, N.W., Washington, D.C. 20007.

Trustee. Published by the American Hospital Association, 840 N. Lake Shore Drive, Chicago, Illinois 60611.

Various publications. Association of Governing Boards of Universities and Colleges. One Dupont Circle, Suite 720, Washington, D.C. 20036.

Used with permission of the Institute for Voluntary Organizations

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